École décisionnelle_Théorie des organisations

Introduction

This tutorial explores the decision-making theories within organizational contexts as presented by Pr. Maryam EL YACHIOUI. The concepts discussed are crucial for understanding how decisions are made in organizations, the limitations of rationality, and the influence of power dynamics. This guide will break down key theories and models, offering insights into practical applications.

Step 1: Understand Decision-Making Theories

Familiarize yourself with the foundational theories of decision-making in organizations. Key concepts include:

• Rationalité limitée (Bounded Rationality): This theory suggests that while individuals aim to make rational decisions, their cognitive limitations prevent them from processing all information. Instead, they make satisfactory decisions based on the information they can handle.

• Rationalité substantive (Substantive Rationality): This concept focuses on the assessment of outcomes based on specific criteria, emphasizing the importance of obtaining optimal solutions within the given context.

• Rationalité procédurale (Procedural Rationality): This theory highlights the processes involved in decision-making rather than just the outcomes. It stresses the importance of the methods used to arrive at decisions.

Step 2: Explore Key Models

Investigate important models that illustrate how decisions are made within organizations:

• Le modèle de la poubelle (Garbage Can Model): This model describes a chaotic decision-making process where problems, solutions, and participants flow in and out randomly. It suggests that decisions are often made when solutions happen to coincide with problems, rather than through a systematic process.

• Decision and Power Dynamics: Understand how power influences decision-making. In organizations, the power dynamics can affect who makes decisions and how they are made. Recognizing these dynamics can help in navigating organizational politics.

Step 3: Engage with Foundational Authors

Familiarize yourself with the key authors whose theories shape decision-making in organizations:

• Herbert A. Simon (1947): Known for introducing the concept of bounded rationality, Simon's work emphasizes the limitations of human cognitive capabilities in decision-making.

• James D. Thomson (1967): Thomson's contributions focus on the relationship between decision-making processes and organizational structures.

• Cohen, March & Olsen (1972): Their work further develops the garbage can model, illustrating how organizational decisions can be influenced by a variety of factors, including timing and participant availability.

Conclusion

Understanding decision-making theories and models is essential for analyzing how organizations function. By exploring concepts such as bounded rationality, substantive and procedural rationality, and the garbage can model, you can gain insights into the complexities of organizational decision-making. As a next step, consider applying these theories to real-world scenarios in your organization to enhance your decision-making processes.