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Group Decision Making
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This research examines the concept of group decision mak ing. The function of group decision making is discussed first, and this discussion is followed by consideration of specific group decision making techniques. Decision making in organizations has been described as a process of behavior with the economic model (or total ration ality) at one extreme, and with the social model (or complete irrationality) at the other extreme (Kimberly, & Rottman, 1987). This description implies that only irrational decision making accords human values precedence over economic values. In the organizational environments of the late 1980s, leaders must find some middle ground between these extremes, for it is evident that neither set of values can be ignored. In many organizations, managers have been confronted with the tasks of making severe, undesirable, and unpleasant cuts of personnel and services in a hasty manner, because, in part, they failed to heed economic values in earlier decisions. Similarly, organizations have often been forced to retract decisions, and to act in confusing manners, in chaotic situations, because, in part, they failed to heed human values in reaching earlier 1 2decisions. A better approach to decision making is obviously required by many organizations. In the late 1980s, it is recognized that the application of specific approaches to decision making must, to some extent, consider leadership styles, personalities,
used to illustrate behavioral interdependency. In this instance, the market cannot exist, unless there is at least one buyer and one seller. Each part is dependent upon the other to create the activity which constitutes the market. 9
It is also important to note that outcome and behavioral interdependencies are interdependent of one another. Thus, the two forms of interdependency may either exist (1) simultane ously within an organization's environment, or (2) alone within an organization's environment.
Open systems transform the energy made available to them. The organization "creates a new product, or processes mater ials, or trains people, or provides a service. These activi ties entail some reorganization of input. Some work gets done in the system" (Bertrand, 1987, p. 213).
Open system organizations "export some product into the environment. The pattern of activities of . . . energy exchange has a cyclic character. The product exported into the environment furnishes the sources of energy for the repetition of the cycle of activities" (Bertrand, 1987, p. 215).
To "survive, open systems must move to arrest the entropic process; they must acquire negative entropy" (Bertrand, 1987, p. 216). So
Category: Psychology - G
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DECISION MAKING TECHNIQUES, Sergiovanni Carver, SUMMARY CONCLUSION, Motor Company, Hickson Wilson, Schilit Paine, Peters Waterman, Decision Making Techniques, Kimberly Rottman, Gantt Taylor, decision making process, game theory, nominal decision making, daft 1986, decision making techniques, bertrand 1987, delphi technique, social systems, team maintenance, sisk 1987, journal management studies, decision making american organizations, daft 1986 10, single individual complete, event single individual,
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 = 19 (250 words per page)
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