Transcript MATERI 6 PERILAKU ORGANISASI MANAGERIAL DECISION MAKING 2 JENIS PENGAMBILAN KEPUTUSAN MANAJERIAL • INDIVIDUAL DECISION MAKING Pengambilan Keputusan Manajerial yang dilakukan oleh Seorang Manajer. • GROUP DECISION MAKING Pengambilan.

MATERI 6
PERILAKU ORGANISASI
MANAGERIAL DECISION
MAKING
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.
JENIS MASALAH
KEPUTUSAN
• Masalah Keputusan Terstruktur
(Structured Problem)
- Algoritma Pemecahan Sudah Jelas
• Masalah Keputusan Tidak Terstruktur
(Unstructured Problem)
- Algoritma Pemecahan Tidak Jelas.
LEVEL MANAJEMEN &
MASALAH KEPUTUSAN
• TOP : Mostly Unstructured Problem
• MIDDLE : Balance
• LOWER : Mostly Structured Problem
KARAKTERISTIK
KEPUTUSAN EFFEKTIF
1. Quality of the Decision
2. Acceptance of the Decision
3. Ethical Justness of the Decision
PROSES PENGAMBILAN
KEPUTUSAN (BAZERMAN)
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Define The Problem
Criteria Identification
Criteria Weighting
Alternative Generation
Rating each Alternative
Computing the Optimal Decision
PROSES PENGAMBILAN
KEPUTUSAN (H.SIMON)
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Intelligent
Design
Choice
Implementation
RATIONAL DECISION
MAKING
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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
BOUNDED RATIONALITY
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Lack of Information
Time and Cost Constraints
Perception Biases
Limitation of Usable Memory
Intelligent Constraints in Calculating
JUDGMENT DALAM
KEPUTUSAN MANAJERIAL
• THE AVAILABILITY HEURISTICS
Ketersediaan Informasi dalam memori
• THE REPRESENTATIVENESS
HEURISTICS
Kesamaan Masalah
• ANCHORING & ADJUSTMENT
HEURISTICS
BIAS PENGGUNAAN
AVAILABILY HEURISTICS
1. Informasi yang mudah diingat
kembali
2. Informasi yang mudah dicari
3. Korelasi Maya (Illusory
Correlation)
BIAS PENGGUNAAN
REPRESENTATIVENESS H.
• Tidak sensitif terhadap kemungkinan
suatu hasil (outcomes)
• Tidak sensitif terhadap ukuran sample
• Miskonsepsi tentang “Chance”
• Regresi ke Arah Rata-rata
BIAS PENGGUNAAN
ANCHORING& ADJUSTMENT
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Adjustment yang tidak memadai
Overconfidence
Hubungan yang keliru
Konfirmasi yang Menjebak
STRATEGIES FOR MANAGER
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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.
ESKALASI NON RASIONAL
• Eskalasi : Bertahan, “ngotot”
• Ada 2 Macam :
1. The Unilateral Escalation Paradigm
Bertahan pada satu keputusan yang keliru,
karena masih yakin benar
2. The Competitive Escalation Paradigm
Bertahan pada satu keputusan yang keliru
karena tidak mau kalah.
SEBAB-SEBAB ESKALASI
NON RASIONAL
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Perceptual Biases
Judgmental Biases
External Management : “Safe Face”
Competitive Irrationality
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
PERTIMBANGAN
GROUP DECISION MAKING
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Type of Problem or task
Acceptance of Decision
Characteristics of Individuals
Climate of the Decision Making
Amount of time available
BENTUK GROUP DECISION
MAKING
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BRAINSTORMING / SYNECTICS
NOMINAL GROUP TECHNIQUE
DELPHI TECHNIQUE
CONSENSUS MAPPING
KEUNGGULAN GROUP
DECISION MAKING
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Multiple Knowledge & Skills
Expedites Acceptance
Generally Higher Quality Decision
Increase Commitment
KELEMAHAN GROUP
DECISION MAKING
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More Time
Ignore Individual Expertise
Satisfices
Encourages Riskier Decision
Create Groupthink
SYMPTOMS OF
GROUPTHINK
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Stereotypes
Pressure
Self-Censorship
Mindguards