Decision Making in the Workplace: A Unified Perspective

By Lee Roy Beach | Go to book overview

9
ORGANIZATIONAL CULTURE AND DECISION MAKING

Kristopher A. Weatherly The Walt Disney World Co.

Lee Roy Beach University of Arizona

It really had seemed like a good idea, but it clearly was not working. He had seen it work in his last job, but trying to do it here merely resulted in chaos. How many times had he read that "empowerment" was good, that it would result in happiness and profit and all the rest? Moreover, he had seen it work before. True, the people at his last job had been working together for a long time and had a clear idea of what the company was about and how to do things. Here everyone seemed to march to a different drummer, to make up the rules as they went along. Only one thing was clear, empowering this bunch was going to cost him his job and cost the organization a fortune to get things straightened out again. Still, it had seemed like a good idea at the time.

In this chapter we examine the relationship between an organization's culture and the decisions made within that organization. The chapter has two goals: first, to provide a theoretical link between culture and organizational decision making and second, to test some of the implications of this link.

An organization's culture consists of the organizationally relevant beliefs and values that are mutually understood and subscribed to by its members (see Schein, 1985, Schneider, 1990, and Trice & Beyer, 1993, for detailed discussions). As such, the culture prescribes what is true, necessary, and

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Decision Making in the Workplace: A Unified Perspective
Table of contents

Table of contents

  • Title Page iii
  • Contents v
  • Preface vii
  • 1: Image Theory, the Unifying Perspective 1
  • References 19
  • 2: Why a New Perspective on Decision Making is Needed 21
  • References 30
  • 3: Job Search and Job Selection 33
  • Conclusions 46
  • References 46
  • 4: Career Decisions 49
  • Conclusions 61
  • References 62
  • 5: Supervision and Job Satisfaction 63
  • References 71
  • 6: Why Employees Quit 73
  • Conclusion 89
  • References 89
  • 7: Audit Decisions 91
  • Summary 99
  • References 99
  • 8: Screening of Clients by Audit Firms 101
  • Conclusions 115
  • References 116
  • 9: Organizational Culture and Decision Making 117
  • Summary and Practical Implications 129
  • References 131
  • 10: Mitigating Cultural Constraints on Group Decisions 133
  • Conclusion 141
  • References 142
  • 11: Imagination and Planning 143
  • References 153
  • 12: Designing Marketing Plans and Communication Strategies 155
  • Summary and Conclusions 164
  • References 164
  • 13: Consumer Decisions Involving Social Responsibility 165
  • Conclusion 177
  • References 179
  • 14: Image Compatibility and Framing 181
  • References 193
  • 15: Image Theory and Workplace Decisions: Challenges 197
  • References 208
  • Author Index 209
  • Subject Index 215
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