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Information and decision-making :desktop_computer: (Learning …
Information and
decision-making
:desktop_computer:
Learning
organisation :silhouettes:
continuously changes and improves
using the lessons of experience
mental model: set aside old ways of
thinking
personal mastery: be aware of own skills and limits; be able to learn from others
systems thinking: try to fit into the system and understand how it works
share the vision: everyone's goals and ideals are aligned
team learning: work together to accomplish goals
Organisational
ambidexterity
Exploitation: using and maximising current resources and capabilities
Exploration: searching for, acquiring, and developing new resources and capabilities for the organisation
Implies fluidity of organisation
Ambidextrous organisations must utilise and balance exploitation and exploration to meet demands and adapt to changes
Decision-making
Approaches
problem avoiders: ignore info, inactive and do
not want to make decision and deal with problems
problem solvers: willing to make
decisions and solve problems, but reactive
problem seekers: actively looks
for problems to solve; proactive
Systematic thinking: rational
and analytical approach
reality: time constraints and info costs;
uncertainty and risk; ambiguous info
theory: assumes consistency, unambiguous and
clear approach
Intuitive thinking: flexible
and spontaneous
more useful after gaining experience
Managerial problems
programmed
static
one-off problems solved effectively
structured
steps clearly defined and understood
simple
manageable amount of info processed
un-programmed
dynamic
recurring problems
complex
extensive info to be processed
unstructured
lack of understanding of nature
GroupThink :red_flag:
pressure to conform and having the illusion of harmony and unity within groups lead to poor decision making and lost opportunities
Definition of Decision-Making :check:
The process of identifying nature of problem or opportunity in order to resolve them
Recognise need for decision
Generate alternative
Assess alternatives
Assess alternatives
Choose among the alternatives
Implement the choices
Feedback
Knowledge
management
process where organisations use
intellectual capital for competitive advantage.
intellect capital includes patents, intellectual
property rights, trade secrets etc.
stay competitive by leveraging and
protecting intellectual assets i.e. by
using lawyers
Apple :apple:
Skilled at modifying behaviour to
reflect new knowledge and insights