This paper proposes a methodology for selecting organizational decision strategies, including a new "heuristic" decision-making model. References included. (MD)

The structure underlying "unstructured" processes is described in terms of 12 elements: 3 central phases, 3 sets of supporting routines, and 6 sets of dynamic factors. (Author/IRT)

This paper develops a conceptual model of the crisis-decision process, focusing on links susceptible to emergence of pathologies, and proposes preventive measures to increase the coping abilities of decision units. (Author)

A model of decision making in an organized anarchy, i.e., a very loosely structured organization. Possible application of this computer simulation model illustrated by comparison with university decision making. (RA)

Building on a simulation methodology, this study presents a new organizational decision-making model that complements the original garbage can model and overcomes design-related limitations by using artificial intelligence tools. Decision-making in organized structures may become as disorderly as in organized anarchies, but for different reasons.…

Proposes a temporal critical contingencies (i.e., of environment and strategy) model of power to describe the bases of power in organizations. (Author/WD)

Develops a new model of crisis perception and compares it to Hermann's three-variable model (surprise, short decision time, and threat to valued goals). Three specific predictions derived from the proposed model are confirmed by data from 177 industrial and educational organizations that experienced curtailments of natural gas allocations.…

Presents the conceptual and empirical basis for a possible combining of Fiedler's contingency model of leadership effectiveness and Lawrence and Lorsch's contingency organization theory. Using perceived environmental uncertainty as the integrating concept, a measure of decision uncertainty was found to be significantly related to Fiedler's…

Develops a model of the relationship between mass-output orientation of manufacturing technology and three organizational variables -- verticle integration, decentralization in top decisionmaking, and the use of sophisticated controls. (Author)

Operationalizes garbage-can theory into a stochastic process model for the case of a traditional Weberian bureaucracy. Illustrates how ambiguity may impinge on decision making within a structural setting familiar to classical organization theorists and derives the managerial implications of garbage-can theory. (Author/IRT)

Current research and theory largely ignore the role of learning and feedback in the decision-making process. A theory of action based on single-loop learning is the most general current model of action. A double-loop model that provides feedback and more effective decision-making is proposed. (Author/IRT)

Develops a model to explain organizational behavior in terms of the goals of individuals and of the constraints imposed by resource utilization. (Author/WM)

Using a research design employing cross-sectional and longitudinal data, the analysis explores whether budgeting conforms more closely to a bureaucratic or coalitional model of organization. The data suggest that coalitional behavior is most easily discernible in budget decision-making when resources are relatively scarce. (Author/IRT)

A resource-directive model is developed that specializes the organization's goals and decisionmaking activities into quasiautonomous units and that circumvents interunit dependencies (or externalities) in decentralization. The organization is considered to act by the sequential process of decisionmaking, operating, and then, on the basis of this…

Organizational, work role, and behavioral variables are explored in a sample of 787 senior British managers working in 78 business organizations. Structuring of activities is found to be associated with higher levels of conflict and hardly at all with conforming behavior; while centralization is associated with higher levels of conforming…