Decision-making processesChapter 8

The Affective ModelPDMSatisfaction of Higher Order NeedsWork satisfactionMotivationProductivity* Human-relations based

The Cognitive ModelPDMDownward Information FlowUpward Information FlowProductivitySatisfaction* Human-resources based

Teams and Networks

Four steps toward workplace democracy - Deetz (1995)Create a workplace in which every member thinks and acts like an ownerThe management of work must be reintegrated with the doing of workQuality information must be widely distributedSocial structure should grow from the bottom rather than be reinforced from the top.

Team-based organizationTeam-based organizationDifferent from bureaucratic forms of organizingDefinition of teamsProject teams vs. Work teams

The Empowerment Continuum of Work Teams

A supervisor overseeing a work team must:Act as a facilitator to keep the group on track while respecting free exchange of ideasBe hard on rules, agenda, goals and accountability but soft on the means in which the team organizes itself and does its workCommunicate extensively with others to keep the team informed of the work of other teams and the organization as a whole

Other teams and rolesQuality-improvement teamsVirtual teamsRoles:TaskMaintenanceSelf-centeredPrinceFacilitatorNorms

Models of group decision making & small group developmentFisher (1974)OrientationConflictEmergenceReinforcementTuckman (1965)FormingStormingNormingPerforming

Factors of successful team formation:Teams are only as good as their membersTeams must be trained in group decision making and communicationOnly some decisions can be assigned to teamsSome members have more expertise and experience so not all may contribute equallyTeams must have a clear understanding of their organizational function

Groupthink

Four conditions that promote groupthinkMedium to High Cohesiveness

Insulation from outside sources

Lack of a tradition of impartial leadership

Lack of rules and norms

Symptoms of groupthinkOverestimations of the group

Closed-mindedness

Pressures toward uniformity

Consequences of groupthinkIncomplete survey of alternativesIncomplete survey of objectivesFailure to examine the risks of preferred choicesFailure to reappraise initially rejected alternativesPoor information searchSelective bias in processing information at handFailure to work out contingency plans

Avoiding GroupthinkLeaders should assign role of critical evaluator to each membersLeaders should avoid stating preferences and expectations at the outsetEach member should routinely discuss with outside trusted associates and report backOne or more outside experts should be includedAt least one articulate and knowledgeable member should be devils advocateLeaders should set time aside to investigate rivals, warning signals, or alternatives to the plan

Participation vs. Authoritative

Paradoxes of Participation*Stohl & Cheney (2001)Paradoxes of structure

Paradoxes of agency

Paradoxes of identity

Paradoxes of power