Organizational behavior and decision making

Organizational Behavior

The risk that I am going to take to become successful in my career is to making sure that when formulating decisions for the organization, I am not compromising the interests of both the management and members (employees). Rather than compromising their interests, the risk that I am willing to take is to reconcile the interests of both parties, a feat that is difficult, yet not impossible to undertake.

It is vital to establish priorities in confronting different problems in order to create an image of being firm and consistent as a leader or manager for the organization. It is only necessary to re-evaluate priorities when the problem involves situations or circumstances that are beyond the organization's ability to resolve (e.g., internal conflict in the organization wherein the decision-makers themselves are involved and concerned).

Diversity is vital for efficient decision-making processes confronting organizational problems within the global context. Diversity allows decision-makers to identify and acknowledge each other's differences, offering various perspectives in solving the problem, eventually coming up with an efficient resolution or decision to the problem.

4. Most of the decisions I have proposed within the organization carries with it cognitive dissonance, and most of the time, this feeling is accepted by members of the organization. Oftentimes, when I am met with disapproval or disagreement, as an organization, we try to come up with decisions that seek to create another form of resolution, a cognitive dissonance that is more acceptable to the other members of the organization.

5. Ethics play a vital role in decision-making processes, for it is the rightness or wrongness of the decision that the image and integrity of each members of the organization are depended upon. If a decision is arrived at unethically, efficient performance and effectiveness of leadership will weaken and affect the organization's daily operations and activities.

6. Personality, in my experience, has been an influential factor in convincing or persuading other people to accept our organization's proposal or ideas concerning a project or program. However, my experience also taught me that personality can only be useful to create good 'first impressions': efficient and effective performance of work and responsibilities help the clients maintain their good impression of the organization I belong to.

7. Creativity, despite its subsistence to nonconformity, also necessitates recognition and appreciation of the mundane. It is only in acknowledging the things that we take for granted that creativity sets in, and it is through the mundane that people learn to accept ideas, accept, and patronize them.

8. Bounded rationality is preferred over rational explanation in organizational decision-making because it keeps decision-makers 'on track' with their decisions / resolutions -- that is, decisions are made based on the goals and objectives of the organization.