- Mikael La Ferla disagrees that “organizational” decision-making is pointless. Organizations are composed of individuals who adhere to principles and rules that have propelled them to where they are today. The main argument against organizational decision-making is when it’s “groupthink,” which is when a group of people’s goal for “unanimity overrides their motivation to realistically appraise alternative courses of action” (Griffin, P. 301). Organizations can still have diverse teams consisting of people from different socioeconomic and cultural backgrounds, which can enhance the organization’s decision-making.
- A programmed decision “recurs often enough for decision rules to be developed,” and a nonprogrammed decision is unstructured and infrequent (Griffin, P. 284). Since Mikael’s alarm goes off every morning, his brain is programmed to respond to the alarm clock and wake up routinely. An example of an unprogrammed decision is when Mikael La Ferla is creating Shopden, as he isn’t used to these actions, and there aren’t set rules to follow.
- The role of a rational decision-making model is based on expecting people to follow a “systematic, step-by-step process” that makes effective decisions for a company (Griffin, P. 287). The role of a behavioral model of decision-making acknowledges that human behavior plays a significant part in this process. Mikael believe companies should implement more rational decision-making strategies because being data-driven provides accurate analysis of a situation. In contrast, someone’s feelings may put an individual’s needs over the entire company.
- Discussing the different decision-making models makes sense because each model has pros and cons. For example, suppose a company is too analytical and not sympathetic to its employees. In that case, the company culture will suffer as no one trusts the company to assist them if they struggle. As a result, it is important to incorporate a hybrid of the two approaches.
Works Cited
Griffin, Ricky (2020). Organizational Behavior: Managing People and Organizations. Cengage.
Written by Mikael La Ferla
Mikael La Ferla 