A Multi-disciplinary Perspective on Decision-making and Creativity: Using the Diversity of Truth-seeking and Sense-making to Advantage in Organizational Contexts Wayne Smith, Ph.D. Department of Management CSU Northridge Updated: Saturday, November 03, 2018

1 – Course Introduction

The Organization of the Class Decision-making Process View (“details”) Synoptic View (“big picture”) Creativity Organizational Creativity (“value”) Personal Creativity (“success”) And sundry topics along the way…

Multi-disciplinary Perspectives Philosophy Psychological Physiological Research/Methodological Sociological (network) Rhetorical (Legal/Political) Systems Dynamics Technological/Engineering

Two Working Definitions for the In-class Exercise What is Decision-making? “The process of identifying problems and opportunities for the Organization” Requires 1), design a choice, 2), form expectations, and 3), evaluate the consequences What is Creativity? “The generation of novel ideas that may meet perceived needs or respond to opportunities for the Organization” Requires 1), unique techniques, 2), observe needs/opportunities, and 3), evaluate the desired impact

What Skills, Knowledge, and Abilities (SKA) really matter? Rubin, R., and Dierdorff, E. (2009), “How Relevant Is the MBA? Assessing the Alignment of Required Curricula and Required Managerial Competencies”, Academy of Management Learning and Education, 8 (2), pp. 208-224 The authors did two things: Surveyed executives for what SKAs those executives wanted in their managers Surveyed MBA curriculum by those SKA categories

What do Executives want their Managers to Excel at? Rank Competency Category Examples 1 Decision-making processes getting information; judging the qualities of things, services, or people 2 Human Capital coaching and developing others; resolving conflicts and negotiating with others; developing and building teams 3 Strategy and Innovation thinking creatively; developing objectives and strategies; providing advice to others 4 Task Environment communicating with persons outside the org.; establishing and maintaining interpersonal relationships; influencing others 5 Administration and Control evaluating information to determine compliance with standards; documenting or recording information 6 Logistics and Technology inspecting equipment, structures, or material; controlling machines and processes; interacting with computers

What do Executives want their Managers to Excel at? Rank Competency Category Examples of Courses 1 Decision-making processes decision analysis; decision models; applied statistical analysis; quantitative methods 2 Human Capital organizational behavior; HR mgt.; leadership dynamics; negotiation 3 Strategy and Innovation strategic planning and implementation; strategic analysis; competitive strategy 4 Task Environment marketing; economics; macroeconomic policy; globalization of business; international 5 Administration and Control mgt. accounting; financial analysis; business law; corp. finance; policy 6 Logistics and Technology operations; supply chain; MIS; production

What do Executives want their Managers to Excel at? Rank Competency Category % Coverage that the Executives want % Coverage that B-School curriculum provides 1 Decision-making processes 20% 10% 2 Human Capital 19% 13% 3 Strategy and Innovation 17% 9% 4 Task Environment 21% 5 Administration and Control 27% 6 Logistics and Technology 11% 15% (other or undetermined or unclassified) 5%

Do In-class “Real World” Exercise

Contrast food – zoom 2