组织行为学群体决策.docx
《组织行为学群体决策.docx》由会员分享，可在线阅读，更多相关《组织行为学群体决策.docx（8页珍藏版）》请在冰豆网上搜索。
组织行为学群体决策
组织行为学：
群体决策
Thebelief—characterizedbyjuries—thattwoheadsarebetterthanonehaslongbeenacceptedasabasiccomponentofNorthAmericanandmanyothercountries’legalsystems.Thebeliefhasexpandedtothepointthat,today,manydecisionsinorganizationsaremadebygroups,teams,orcommittees.
在工作群体内是采用个人决策还群体决策，要紧取决于问题的性质。
AdvantageofGroups
Individualandgroupdecisionseachhavetheirownsetofstrengths.Neitherisidealforallsituations.Thefollowingidentifiesthemajoradvantagesthatgroupsofferoverindividualsinthemakingofdecisions:
1.Morecompleteinformationandknowledge
2.Increaseddiversityofviews
3.Increasedacceptanceofasolution
4.Increasedlegitimacy
NorthAmericanandmanyothercapitalisticsocietiesvaluedemocraticmethods.Thegroupdecisionmakingprocessisconsistentwithdemocraticidealsand,therefore,maybeperceivedasbeingmorelegitimatethandecisionsmadebyasingleperson.
Whenanindividualdecisionmakerfailstoconsultwithothersbeforemakingadecision,thedecisionmaker’scompletepowercancreatethe
perceptionthatthedecisionwasmadeautocraticallyandarbitrarily.
DisadvantagesofGroups
1.Timeconsuming
2.Pressurestoconform
Asnotedpreviously,therearesocialpressuresingroups.Thedesirebygroupmemberstobeacceptedandconsideredanassettothegroupcanresultinsquashinganyovertdisagreement,thusencouragingconformityamongviewpoints.
3.Dominationbythefew
Groupdiscussioncanbedominatedbytheoneorafewmembers.Ifthisdominantcoalitioniscomposedoflow-andmedium-abilitymembers,thegroup’soveralleffectivenesswillsuffer.
4.Ambiguousresponsibility
Groupmembersshareresponsibility,butwhoisactuallyaccountableforthefinaloutcome?
Inanindividualdecision,itisclearwhoisresponsible.Inagroupdecision,theresponsibilityofanysinglememberiswatereddown.
Effectivenessandefficiency:
whethergroupsaremoreeffectivethanindividualsdependsonthecriteriayouusefordefiningeffectiveness.Intermsofaccuracy,groupdecisionstendtobemoreaccurate.Theevidenceindicatesthat,ontheaverage,groupsmakebetterqualitydecisionsthanindividuals.However,ifdecisioneffectivenessisdefinedintermsofspeed,individualsaresuperior.Buteffectivenesscannotbeconsideredwithoutalsoassessingefficiency.Groupsaregenerallylessefficientthanindividuals.Indecidingwhethertousegroups,then,considerationshouldbegiventoassessingwhetherincreasesineffectivenessaremorethanenoughtooffsetthelossesinefficiency.
Summary
Groupsofferanexcellentvehicleforperformingmanyofthestepsinthedecision-makingprocess.Theyareasourceofbothbreadthanddepthofinputforinformationgathering.Ifthegroupiscomposedofindividualswithdiversebackgrounds,thealternativesgeneratedshouldbemoreextensiveandtheanalysismorecritical.Whenthefinalsolutionisagreedon,therearemorepeopleinagroupdecisiontosupportandimplementit.Thesepluses,however,canbemorethanoffsetbythetimeconsumedbygroupdecisions,theinternalconflictstheycreate,andthepressurestheygeneratetowardconformity.
Groupshift
Groupshiftcanbeviewedasactuallyaspecialcaseofgroupthink.The
decisionofthegroupreflectsthedominantdecision-makingnormthatdevelopsduringthegroup’sdiscussion.Whethertheshiftinthegroup’sdecisionistowardgreatercautionormoreriskdependsonthedominantprediscussionnorm.
Groupthink
Wehaveallseenthesymptomsofthegroupthinkphenomenon:
（1）Groupmembersrationalizeanyresistancetotheassumptionstheyhavemade.Nomatterhowstronglytheevidencemaycontradicttheirbasicassumptions,membersbehavesoastoreinforcethoseassumptionscontinually
（2）Membersapplydirectpressuresonthosewhomomentarilyexpressdoubtsaboutanyofthegroup’ssharedviewsorwhoquestionthevalidityofargumentssupportingthealternativefavoredbythemajority
（3）Thosememberswhohavedoubtsorholddifferingpointsofviewseektoavoiddeviatingfromwhatappearstobegroupconsensusbykeepingsilentaboutmisgivingsandevenminimizingtothemselvestheimportanceoftheirdoubts
（4）Thereappearstobeanillusionofunanimity.Ifsomeonedoesn’tspeak,it’sassumedheisinfullaccord.Inotherwords,abstentionbecomesviewedasa“Yes”vote.
1.参与的程度（弗隆——耶顿模型）
弗隆和耶顿主张，成员们参与群体决策的适当程度应取决于所决定的问题的类型。
他们提出了如下七个诊断性的问题，供治理人员在确信决策问题类型时参考。
（1）有无一个能说明某一解决方案比另一种方案更好的标准？
（2）我是不是已把握了充分的信息？
（3）所面临的问题有必然的章法吗？
（4）我是不是需要手下同意这种方案？
（5）若是我独自做出决定，手下会同意吗？
（6）手下的目标跟组织的目标一致吗？
（7）手下彼其间可能有矛盾吗？
群体参与决策的程度
参与程度
类型代号
说明
无
AI
管理人员独自做出决策。
单独
AII
管理人员向下级了解情况，但独自决策，可能告诉也可能不告诉下级是什么问题
协商
CI
管理人员向下级交底，向他们了解情况，也征求他们的意见。
召集只有少数人参加的小会，但不如集全体会议，然后管理人员离开大家，单独去做出决策。
群体
CII
管理人员和他的下级，作为一个群体，一起来开会讨论问题，不过仍由管理人员最后决策。
高
G
管理人员和他的下级起开会来讨论问题，由群体作为一个整体来制定决策。
弗隆和耶顿的这个模型，可以帮助人们诊断他们要决策的问题的类型，还可指导他们选择应当采用的群体参与程度。
但是，决不能把这个模型当成一个参与程度的简单的“食谱”来使用，不能以为这个模型能提供全部的答案。
2.群体决策内容
工作群体自主程度的连续统一体
决策领域的内容
群体自主程度高
群体对其质量指标有影响力
——
群体对其数量指标有影响力
——
群体能决定其外部领导问题
——
群体能决定接受什么另外的任务
——
群体能决定工作时间
——
群体能决定生产问题
——
群体能决定其任务的内部分配
——
群体能决定新成员的招收
——
群体能决定内部领导方式
——
群体能决定各个人的生产方法
——
低
3.群体参与的益处与局限
工作群体的参与问题，和组织中的权利分派及操纵机构紧密相关。
参与性决策PDM。
参与性群体一样所面临的潜在局限性是时刻、人格化和不平稳性。
4.综合式群体解决问题
综合式群体解决问题模型——Ｗ.C.莫理斯和M.萨什金模型
.莫理斯和M.萨什金综合式群体解决问题模型总结
阶段
活动
I 问题的确定
说明问题的情况，产生信息，澄清问题并确定问题。
第I阶段就是鼓励群体去彻底探明、澄清和确定问题。
II 解决问题方案的产生
集体设想各种供选方案；审查、修正、斟酌、发展及重新组织合各种供选方案。
第II阶段用来延长酝酿意见的过程，以防止不成熟的决策。
III 从意见到行动
评价各种供选方案，考察可能造成的后果，并将它与所期望的结果进行比较；修改各种意见，开列出各种供选的最后行动方案，从中选取一个进行试验。
IV 解决方案的行动计划
拟订一系列的行动步骤，指定每一步骤的负责人并记下其姓名；拟出一个行动协调计划。
V 解决方案的评价
检查所希望获得的结果；确定测定效果的方法，当方案付诸实施时，制定出搜集供评价用数据的监控计划；拟就应变计划，明确责任。
VI 对结果和过程进行评价
汇集评价数据以确定行动的效果，以及群体解决问题过程的效能。
Shouldmanagementseekcohesiveworkgroup?
Intuitively,itwouldappearthatgroupsinwhichthereisalotofinternaldisagreementandalackofcooperativespiritwouldberelativelylesseffectiveatcompletingtheirtasksthanwouldgroupsinwhichindividualsgenerallyagreeandcooperateandwherememberslikeeachother.Researchtotestthisintuitionhasfocusedontheconceptofgroupcohesiveness.
Cohesivenessisdefinedasthedegreetowhichmembersareattractedto
oneanotherandaremotivatedtostayinthegroup.
Determinantsofcohesiveness
Whatfactorsdeterminewhethergroupmemberswillbeattractedtooneanother?
Cohesivenesscanbeaffectedbysuchfactorsastimespenttogether,theseverityofinitiation,groupsize,thegendermakeupofthegroup,externalthreats,andprevioussuccess.
Timespenttogether:
Theamountoftimepeoplespendtogetherinfluencescohesiveness.Aspeoplespendmoretimetogether,theybecomemorefriendly.Theynaturallybegintotalk,respond,gesture,andengageinotherinteractions.Theseinteractionstypicallyleadtothediscoveryofcommoninterestsandincreasedattraction.Theopportunityforgroupmemberstospendtimetogetherdependsontheirphysicalproximity.
Severityofinitiation:
themoredifficultitistogetintoagroup,themorecohesivethatgroupbecomes.Thecompetitiontobeacceptedintoagoodmedicalschoolresultsinfirst-yearmedicalschoolclassesthatarehighlycohesive.Thecommoninitiationrites—applications,testtaking,interviews,andthelongwaitforafinaldecision—allcontributetocreatingthiscohesiveness.
Groupsize:
ifgroupcohesivenesstendstoincreasewiththetimemembersareabletospendtogether,itseemslogicalthatcohesivenessshoulddecreasesasgroupsizeincreases,sinceitbecomesmoredifficultforamembertointeractwithalltheothermembers.Thisisgenerally
whattheresearchindicates.
Genderofmembers:
aconsistentfindinginrecentstudiesisthatwomenreportgreater
cohesionthanmen.Inonestudy,all-femaleandmixed-sexsixpersonpersonalgrowthgroupsratedthemselveshigheroncohesionthandidmembersofall-malegroups.
Externalthreats:
mostofresearchsupportsthepropositionthatagroup’scohesivenesswillincreaseifthegroupcomesunderattackfromexternalsources.
Previoussuccess:
ifagrouphasahistoryofsuccess,itbuildsanespritdecorpsthatattractsandunitesmembers.Successfulfirmsfinditeasiertoattractandhirenewemployeesthanunsuccessfulones.
Effectsofcohesivenessongroupproductivity
Researchhasgenerallyshownthathighlycohesivegroupsaremoreeffectivethanthosewithlesscohesiveness,buttherelationshipismorecomplexthanmerelyallowingustosayhighcohesivenessisgood.First,highcohesivenessisbothacauseandanoutcomeofhighproductivity.Second,therelationshipismoderatedbyperformance-relatednorms.
Cohesivenessinfluencesproductivityandproductivityinfluencescohesiveness.Camaraderiereducestensionandprovidesasupportiveenvironmentforsuccessfulattainmentofgroupgoals.Butthesuccessfulattainmentofgroupgoals,andthemembers’feelingsofhavebeenapartofasuccessfulunit,canservetoenhancethecommitmentofmembers.
终止语
升级会员 