Title: MATERI 6 PERILAKU ORGANISASI
1MATERI 6PERILAKU ORGANISASI
- MANAGERIAL DECISION MAKING
22 JENIS PENGAMBILAN KEPUTUSAN MANAJERIAL
- INDIVIDUAL DECISION MAKING
- Pengambilan Keputusan Manajerial yang dilakukan
oleh Seorang Manajer. - GROUP DECISION MAKING
- Pengambilan Keputusan Manajerial yang dilakukan
oleh suatu kelompok atau level manajemen.
3JENIS MASALAH KEPUTUSAN
- Masalah Keputusan Terstruktur (Structured
Problem) - - Algoritma Pemecahan Sudah Jelas
- Masalah Keputusan Tidak Terstruktur (Unstructured
Problem) - - Algoritma Pemecahan Tidak Jelas.
4LEVEL MANAJEMEN MASALAH KEPUTUSAN
- TOP Mostly Unstructured Problem
- MIDDLE Balance
- LOWER Mostly Structured Problem
5KARAKTERISTIK KEPUTUSAN EFFEKTIF
- Quality of the Decision
- Acceptance of the Decision
- Ethical Justness of the Decision
6PROSES PENGAMBILAN KEPUTUSAN (BAZERMAN)
- Define The Problem
- Criteria Identification
- Criteria Weighting
- Alternative Generation
- Rating each Alternative
- Computing the Optimal Decision
7PROSES PENGAMBILAN KEPUTUSAN (H.SIMON)
- Intelligent
- Design
- Choice
- Implementation
8RATIONAL DECISION MAKING
- Perfectly Defining the Problem
- Identifying All Criteria
- Accurately Weighting All Criteria
- Knowing All Relevant Alternatives
- Accurately Assessing each Alternatives on each
Criteria - Accurately Choosing The Highest
9BOUNDED RATIONALITY
- Lack of Information
- Time and Cost Constraints
- Perception Biases
- Limitation of Usable Memory
- Intelligent Constraints in Calculating
10JUDGMENT DALAMKEPUTUSAN MANAJERIAL
- THE AVAILABILITY HEURISTICS
- Ketersediaan Informasi dalam memori
- THE REPRESENTATIVENESS HEURISTICS
- Kesamaan Masalah
- ANCHORING ADJUSTMENT HEURISTICS
11BIAS PENGGUNAAN AVAILABILY HEURISTICS
- Informasi yang mudah diingat kembali
- Informasi yang mudah dicari
- Korelasi Maya (Illusory Correlation)
12BIAS PENGGUNAANREPRESENTATIVENESS H.
- Tidak sensitif terhadap kemungkinan suatu hasil
(outcomes) - Tidak sensitif terhadap ukuran sample
- Miskonsepsi tentang Chance
- Regresi ke Arah Rata-rata
13BIAS PENGGUNAAN ANCHORING ADJUSTMENT
- Adjustment yang tidak memadai
- Overconfidence
- Hubungan yang keliru
- Konfirmasi yang Menjebak
14STRATEGIES FOR MANAGER
- Warning about the possibility of bias
- Describing the direction of the bias
- Providing a dose of feedback
- Offering extended program of training to improve
judgment.
15ESKALASI NON RASIONAL
- Eskalasi Bertahan, ngotot
- Ada 2 Macam
- The Unilateral Escalation Paradigm
- Bertahan pada satu keputusan yang keliru, karena
masih yakin benar - The Competitive Escalation Paradigm
- Bertahan pada satu keputusan yang keliru karena
tidak mau kalah.
16SEBAB-SEBAB ESKALASI NON RASIONAL
- Perceptual Biases
- Judgmental Biases
- External Management Safe Face
- Competitive Irrationality
17STRATEGIES FOR MANAGER
- Set limit on your involvement and commitment in
advance. - Avoid looking to other people to see what you
should do. - Actively determine why you are continuing.
- Remind your self of the cost involved
18PERTIMBANGANGROUP DECISION MAKING
- Type of Problem or task
- Acceptance of Decision
- Characteristics of Individuals
- Climate of the Decision Making
- Amount of time available
19BENTUK GROUP DECISION MAKING
- BRAINSTORMING / SYNECTICS
- NOMINAL GROUP TECHNIQUE
- DELPHI TECHNIQUE
- CONSENSUS MAPPING
20KEUNGGULAN GROUP DECISION MAKING
- Multiple Knowledge Skills
- Expedites Acceptance
- Generally Higher Quality Decision
- Increase Commitment
21KELEMAHAN GROUP DECISION MAKING
- More Time
- Ignore Individual Expertise
- Satisfices
- Encourages Riskier Decision
- Create Groupthink
22SYMPTOMS OF GROUPTHINK
- Stereotypes
- Pressure
- Self-Censorship
- Mindguards