1. 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

2. 1 – Course Introduction

3. 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…

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

5. 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

6. 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
The authors did two things:
Surveyed executives for what SKAs those executives wanted in their managers
Surveyed MBA curriculum by those SKA categories

7. 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

8. 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

9. 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%

10. Do In-class “Real World” Exercise

11. Contrast food – zoom 2