MATERI 6 PERILAKU ORGANISASI

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MATERI 6PERILAKU ORGANISASI

• MANAGERIAL DECISION MAKING

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2 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.

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JENIS MASALAH KEPUTUSAN

• Masalah Keputusan Terstruktur (Structured
  Problem)
• - Algoritma Pemecahan Sudah Jelas
• Masalah Keputusan Tidak Terstruktur (Unstructured
  Problem)
• - Algoritma Pemecahan Tidak Jelas.

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LEVEL MANAJEMEN MASALAH KEPUTUSAN

• TOP Mostly Unstructured Problem
• MIDDLE Balance
• LOWER Mostly Structured Problem

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KARAKTERISTIK KEPUTUSAN EFFEKTIF

• Quality of the Decision
• Acceptance of the Decision
• Ethical Justness of the Decision

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PROSES PENGAMBILAN KEPUTUSAN (BAZERMAN)

• Define The Problem
• Criteria Identification
• Criteria Weighting
• Alternative Generation
• Rating each Alternative
• Computing the Optimal Decision

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PROSES PENGAMBILAN KEPUTUSAN (H.SIMON)

• Intelligent
• Design
• Choice
• Implementation

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RATIONAL 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

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BOUNDED RATIONALITY

• Lack of Information
• Time and Cost Constraints
• Perception Biases
• Limitation of Usable Memory
• Intelligent Constraints in Calculating

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JUDGMENT DALAMKEPUTUSAN MANAJERIAL

• THE AVAILABILITY HEURISTICS
• Ketersediaan Informasi dalam memori
• THE REPRESENTATIVENESS HEURISTICS
• Kesamaan Masalah
• ANCHORING ADJUSTMENT HEURISTICS

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BIAS PENGGUNAAN AVAILABILY HEURISTICS

• Informasi yang mudah diingat kembali
• Informasi yang mudah dicari
• Korelasi Maya (Illusory Correlation)

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BIAS PENGGUNAANREPRESENTATIVENESS H.

• Tidak sensitif terhadap kemungkinan suatu hasil
  (outcomes)
• Tidak sensitif terhadap ukuran sample
• Miskonsepsi tentang Chance
• Regresi ke Arah Rata-rata

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BIAS PENGGUNAAN ANCHORING ADJUSTMENT

• Adjustment yang tidak memadai
• Overconfidence
• Hubungan yang keliru
• Konfirmasi yang Menjebak

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STRATEGIES 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.

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ESKALASI 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.

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SEBAB-SEBAB ESKALASI NON RASIONAL

• Perceptual Biases
• Judgmental Biases
• External Management Safe Face
• Competitive Irrationality

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STRATEGIES 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

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PERTIMBANGANGROUP DECISION MAKING

• Type of Problem or task
• Acceptance of Decision
• Characteristics of Individuals
• Climate of the Decision Making
• Amount of time available

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BENTUK GROUP DECISION MAKING

• BRAINSTORMING / SYNECTICS
• NOMINAL GROUP TECHNIQUE
• DELPHI TECHNIQUE
• CONSENSUS MAPPING

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KEUNGGULAN GROUP DECISION MAKING

• Multiple Knowledge Skills
• Expedites Acceptance
• Generally Higher Quality Decision
• Increase Commitment

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KELEMAHAN GROUP DECISION MAKING

• More Time
• Ignore Individual Expertise
• Satisfices
• Encourages Riskier Decision
• Create Groupthink

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SYMPTOMS OF GROUPTHINK

• Stereotypes
• Pressure
• Self-Censorship
• Mindguards