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Leveraging (information) technology for innovation and organizational learning

Q: Differences rational and Carnegie models of decision making:

Rational model Information is available Decision making is costless Decision making is `value free’ The full range of alternatives is generated Solution is chosen by unanimous agreement Solution chosen is best for the organization Carnegie model Limited information is available Decision making is costly (bv. Managerial costs, information costs) Decision making is affected by the preferences and values of decision makers A limited range of alternatives is generated Solution is chosen by compromise, bargaining, and accommodation between organizational coalitions Solution chosen is satisfactory for the organization

7 important questions on Leveraging (information) technology for innovation and organizational learning

The nature of organizational learning=>

the process managers use to improve organization members’ capacity to understand and manage the organizations and its environment so they can make decisions hat continuously increase organizational effectiveness

Factors affecting organizational learning

Theory Nystrom & Starbuck
factors that distort managers’ perceptions and flow

Improving decision making and learning

Strategies for organizational learning
Nature of the top- management team > figure 12.5 blz. 379
Heterogenous groups
Devils advocacy and dialectical inquiry
Collateral organizational structure

Nature of the top- management team  figure 12.5 blz. 379

=> types of top- management teams:
1. Wheel (=organizational learning decreased. Works the best for simple problems)
2. Circle (=promotes organizational learning. Works the best for complex problems)

Devils advocacy and dialectical inquiry

Rational approach
Devils advocate => a person who is responsible for critiquing ongoing organizational learning
Dialectical inquiry => teams of decision makers are used to generate and evaluate alternative scenario’s

Differences rational and Carnegie models of decision making:

Rational model

Information is available
Decision making is costless
Decision making is `value free’
The full range of alternatives is generated
Solution is chosen by unanimous agreement
Solution chosen is best for the organization

Carnegie model

Limited information is available
Decision making is costly (bv. Managerial costs, information costs)
Decision making is affected by the preferences and values of decision makers
A limited range of alternatives is generated
Solution is chosen by compromise, bargaining, and accommodation between organizational coalitions
Solution chosen is satisfactory for the organization