1. DECISION-MAKING, POWER AND CONTROL FORMS OF POWER: COERCION = THREAT/FORCE REWARDS = VALUED RESOURCES NORMS = LEGITIMATE VALUES KNOWLEDGE = CONTROL OF INFORMATION SOURCES OF POWER —OPPORTUNITY, EXPERTISE, PERSONAL CHARACTERISTICS

2. DECISION-MAKING, POWER AND CONTROL MAX WEBER’S THREE IDEAL TYPES OF POWER/AUTHORITY: CHARISMATIC = FLEXIBLE/ILL-DEFINED AND BASED ON INDIVIDUAL CHARACTERSITICS NO FIXED HIERARCHY, ONLY PERSONAL RELATIONS WITH THE LEADER USUALLY TRANSFORMS INTO OTHER FORMS OF POWER

3. DECISION-MAKING, POWER AND CONTROL TRADITIONAL: DUTIES ARE DEFINED BY TRADITION AND CUSTOM PERFORMANCE OF TRADITIONAL ROLE IS MORE IMPORTANT THAN THE PURSUIT OF TASKS AND GOALS ASSOCIATED WITH FAMILY BUSINESS AND MONARCHIES

4. DECISION-MAKING, POWER AND CONTROL LEGAL-RATIONAL: IDEAL TYPE OF BUREAUCRACY GOVERNED BY RELENTLESS RATIONALITY AND THE ABSENCE OF EMOTIONAL ELEMENTS LIMITS HUMAN FREEDOM, CREATIVITY, INITIATIVE AND PRODUCING “SPECIALISTS WITHOUT SPIRIT/SOUL” THE PROCESS OF RATIONALITY IS BASICALLY IRRATIONAL

5. DECISION-MAKING, POWER AND CONTROL ORGANISTAIONS ARE DECISION-MAKING SYSTEMS AND POLITICAL SYSTEMS, I.E ARENAS OF POWER ORGANISING/ORGANISATIONS ARE POLITICAL ACTS = ARENAS FOR DAILY POLITICAL ACTION DECISIONS ARE MADE CONTINUOUSLY AT ALL LEVELS AND IN ALL UNITS / DEPARTMENTS

6. DECISION-MAKING, POWER AND CONTROL DECISION-MAKING PROCESSES ARE SPECIALISED AND “BOUNDED” TOP MANAGEMENT = STRATEGIC DECISIONS MIDDLE MANAGEMENT = CO- ORDINATION AMONG UNITS LOWER LEVEL MANAGEMENT = DAY-TO- DAY OPERATIONS FUNCTIONAL DEP. MAKE MOST OF THE DAY-TO-DAY DECISIONS, EG.MARKETING

7. DECISION-MAKING, POWER AND CONTROL ORGANISATIONAL DECISION-MAKING MODELS: BOUNDED RATIONALITY = DEFINTION OF PROBLEM, COLLECTION AND ANALYSIS OF RELEVANT INFO, GENERATE AND EVALUATE AS MANY ALTERNATIVES AS POSSIBLE, CONSIDER POSITIVE/NEGATIVE CONSEQUENCES OF EACH OPTION SELECT FROM ALTERNATIVES, IMPLEMENT AND MONITOR RESULTS

8. DECISION-MAKING, POWER AND CONTROL TRIAL AND ERROR MODEL: VERY CAUTIOUS, SMALL AND LIMITED DECISIONS BASED ON PREVIOUS SITUATIONS NOT VERY IMAGINATIVE OR CREATIVE, BUT SMALL INCREMENTAL DECISIONS ARE LESS DAMAGING

9. DECISION-MAKING, POWER AND CONTROL THE COALITION MODEL: LACK OF AGREEMENT ABOUT ORG. GOALS OR ISSUES THAT REQUIRE ATTENTION COMPETITION OVER SCARCE RESOURCES FORMATION OF INTEREST GROUPS MUCH BEHIND THE SCENE NEGOTIATIONS FOCUS IS ON INTEREST ACCOMMODATION RATHER THAN ON PROBLEM SOLVING

10. DECISION-MAKING,POWER AND CONTROL GARBAGE CAN MODEL: NO AGREEMENT ABOUT ORG. GOALS OR MEANS OF ACHIEVING THEM TECHNOLOGY AND ENVIRONMENTAL ISSUES NOT WELL UNDERSTOOD AND KEY PERSONNEL LOCATIONALLY VOLATILE, UNPREDICTABILITY HAS GIVEN THE MODEL ITS NAME DECISION-MAKING = ORGANISATIONAL DRAMA, DECISIONS ARE SOCIAL CONSTRUCTIONS

11. DECISION-MAKING, POWER AND CONTROL DYNAMIC ORGANISATIONAL DECISION- MAKING MODEL: ORGS AS SYSTEMS OF DECISION-MAKING PROCESSES = FUNCTIONALIST PERSPECTIVE ORGS AS CULTURAL SYSTEMS WITH DECISION- MAKING A KEY SYMBOLIC ACTIVITY = INTERACTIONIST PERSPECTIVE ORGS AS COLLAGE OF DECISIONS MADE IN THE PAST WITH RESIDUES IN THE PRESENT = POST- MODERN PERSPECTIVE

12. DECISION-MAKING,POWER AND CONTROL DYNAMIC MODEL CONT.: EACH OF THE PERSPECTIVES PERCEIVE ALL THE PROCESSES AS A MEANS OF CREATING/RE- CREATING ORGS. THE DYNAMIC VIEW IS ALMOST A META- THEORY AND THUS INCOMPATIBLE WITH POST- MODERNISM THE DYNAMIC VIEW SUPPORTS MANAGERIAL HEGEMONY AND ASSUMES THE RATIONALITY OF INSTITUTIONAL NORMS

13. DECISION-MAKING, POWER AND CONTROL THE IRRATIONALITY OF ORGANISATIONAL DECISION-MAKING: CHALLENGES ALL THE OTHER MODELS WHO ASSUME RATIONALITY HERE THE ARGUMENT IS THAT DECISIONS (COGNITIVE LEVEL) ARE LESS IMPORTANT THAN ACTION IMPLEMENTATION OF DECISIONS IS THE KEY ACTIVITY

14. DECISION-MAKING,POWER AND CONTROL IRRATIONALITY CONT. DECISION-MAKERS SHOULD: ANALYSE FEW ALTERNATIVES AND SELECT ONLY THE ONE THAT HAS A GOOD CHANCE OF BEING ACCEPTED CONSIDER ONLY THE POSITIVE CONSEQUENCES OF ALTERNATIVES USE THE EXPECTED OUTCOMES AS THE BASIS FOR DECISION-MAKING

15. DECISION-MAKING, POWER AND CONTROL POWER AND POLITICS: POWER IS THE ABILTIY TO MAKE OTHERS DO WHAT WE WANT, EVEN AGAINST THEIR WILL POWER MAY BE USED FOR THE GOOD OF THE ORG., FOR INDIVIDUAL SELF- INTEREST, FOR THE GOOD OF THE UNIT/DEP. POWER MAY BE USED FOR GOOD OR EVIL