ORGANIZATIONS & DECISION-MAKINGA Quick Guide for Recent Graduates Entering the Work Force

Thematic Literature Review• A selected 7 text literature review uncovered the following themes that all recent

graduates and new-hires should understand

• Organizations are complex;• Decision-making is an “it depends” activity influenced by

three factors:• The range of perspectives available for use by a decision-maker;• The personal experiences of the decision-maker; and,• The situation itself.

• There needs to be a balance in decision-making; • Because there is “no one true way” of creating an

organization or making a decision.

Organizations are Complex• Most people are afraid of “organization” because they don’t

understand it.• Organization (verb) tries to make the complex simple enough to

understand and research.• Organizations (noun) are socially constructed by humans to meet

human needs and goals.• Organizations are a single element in a complex relationship

between itself, its humans, other organizations, and the internal/external environment.

• Organizational relationships are complicated by power & influence, communication practices, discourse, and the self-identification of the organization (public, private, volunteer, etc.) and its human members.

• Organizations are many things at once!

Decision-making is an “it depends” activity• Belief that all decisions are made rationally; but rationality is

based on politics, influence, and in the interest of the decision-makers.

• 1st step in decision-making is getting the issue on the meeting agenda – which is affected by politics and influence.

• There is no safe, neutral place to make decisions in “splendid solitude” cocooned from the reality.

• Organizations use a wide range of choices and models; but a subject to “fads & fashions” like everyone else.

• Most decisions are influenced by: multiple perspectives/ frames; recent experiences of the decision-makers; and, the situation itself.

“It Depends” upon: multiple perspectives/frames

• There are no right or wrong theories or perspectives when assessing the situation surrounding a decision. All illuminate and/or hide realities.

• Decision-makers must use a variety of frames to avoid the trap of “favoured” thinking and decision-making.

• All theories and perspectives are partial and value-laden; all have strengths and limitations and that favoured ways of seeing become ways of not seeing.

• When you are making decisions; if everything “looks” okay but something still feels off, try using a different frame or perspective (see References for books to assist)

“It Depends” upon: recent personal experiences

• Mangers & leaders use general knowledge to define decision-making situation, but use their most recent personal experiences to make the decision.

• There is no homogenous society or culture; so what works in Canada may not work in Thailand.

• Managers & leaders, like employees, look to others for advice and information to get the job done.

• Most global (team) managers if given the choice to influence your head or your heart, would pick your heart because personal experiences are powerful.

“It Depends” upon: the situation• People often have a limited view of what is actually

occurring. So they need to use multiple frames/theories.• Real environmental factors: floods, fires, volcano

eruptions, etc. impact some organizations. Contingency plans must be made.

• Should your organization be making this decision at all? Is it truly someone else’s decision? Think foreign policy …

• What other company department needs to agree with your decision? Finance? Engineering? Production? Sales?

• Are you in a “frenemy” relationship with a competitor?

Balance in Decision-Making• There is uncertainty & ambiguity in every decision.• All decisions are a balancing act.• Decisions need to balance competing goals, evolving

priorities, promote innovation while avoiding mistakes, within a “values and ethics” framework.

• A need to balance what is rational with what seems irrational while searching for scarce resources.

• Decision-makers need to realize that order emerges from the process; it is not imposed upon the process.

• Despite public blunders, many thousands of good decisions are made every day in uncertainty and ambiguity.

No One True Way• There is not and never will be a grand unifying theory of

organization.• There is no one true way to create/design your

organization. Every organization has/will be created for different goals.

• There is no perfect manager/leader, just as there is no perfect company/organization.

• Organizations are defined by the people who interact with them.

References & Resources• Bolman, L. G., & Deal, T. E. (2013). Reframing organizations: Artistry, choice,

and leadership (5th ed.). San Francisco, CA: Jossey-Bass, a Wiley brand.• Buzzanell, P. M. (2000). Rethinking organizational & managerial communication

from feminist perspectives. Thousand Oaks, Calif.: Sage Publications.• Daft, R. L. (2013). Organization theory & design (11th ed.). Mason, OH: South-

Western Cengage Learning.• May, S., & Mumby, D. K. (2005). Engaging organizational communication theory

& research: Multiple perspectives. Thousand Oaks, CA: Sage Publications.• Morgan, G. (2006). Images of organization (Updated ed.). Thousand Oaks: Sage

Publications.• Niezen, R. (2003). The origins of indigenism: Human rights and the politics of

identity. Berkeley: University of California Press.• Pfeffer, J. (1992). Managing with power: Politics and influence in organizations.

Boston, Mass.: Harvard Business School Press.• Want to read the paper? Check out Slideshare or Academia.edu