Organizational Behavior

1. Identify the Problem or Opportunity. Defining the problem correctly is critical to arriving at an appropriate solution.

2. Choose the best decision process. Different problems require different approaches for arriving at a solution. In some cases, brainstorming is an appropriate process, for example, but not in all situations.

3. Develop alternative solutions. By putting various solutions "under consideration," more creative and appropriate solutions can be implemented.

4. Choose the best alternative. Select from the alternatives, or a combination of the alternatives using the criteria defined earlier.

5. Implement the selected alternative. This may include training staff on the solution, purchasing new equipment, or implementing new procedures.

6. Evaluate decision outcomes. The decision should be evaluated and modified as necessary to ensure that the desired outcomes are achieved.

Three Ways Emotions Influence the Selection of Alternatives

1. Emotional "markers" influence preferences before individuals are confronted with actual choices.

2. Moods and emotions can affect the decision process-people in good moods may be more "open" to various alternatives than people in bad moods.

3. During the decision making process itself, we "listen in" to our emotions and can be influenced by them. If an alternative is associated with negati

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cohesiveness and effective communication that translates to a variety of different tasks. These are high-functioning teams. In the adjourning, or mourning, phase, the team is dissolved and team members move onto other teams or tasks. Characteristics of Self-Directed Work Teams (SDWT) Self-directed work teams (SDWTs) complete an entire piece of work that requires the completion of interdependent tasks. There is much interdependence among team members, but little interdependence with other teams. Team members are typically clustered together. In addition, SDWTs have significant autonomy over how the team accomplishes its tasks. This means that the team controls inputs/outputs and flow of information, and works with little or no direct supervision. These are formal teams whose membership may be "assigned" or members might volunteer for the team. Three Challenges to SDWTs 1. Cross-cultural issues. Team members may have cultural differences, or the company culture may not support SDWTs. 2. Management resistance. Not all managers are comfortable with SDWTs as it may represent a loss of power or prestige to these managers. Other managers may be uncomfortable with the role of mentor rath
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Approximate Word count = 3097
Approximate Pages = 12 (250 words per page)

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