奥克兰Assignment代写 Marketing论文

2017-01-03 21:33

The rationality and the bounded rationality model both assume the same steps; however the magnitude of different steps is different (Alvesson & Willmott, 2003). The rationality school or the classical management theorists assumes that the decision maker behavior is perfectly rational and what he or she implements is the best choice that magnifies the firm's return. However, such a view has been challenged by the bounded rationality school of thoughts who believe that essentially decision makers are human being who instead of using the perfect rationality, mostly use the bounded rationality where they instead "satisfice" (Jackson & Carter, 2007). In most of the situations, they tend to accept solution than what they think could result in satisfactory solution to the firms' problem. In terms of different steps, the rationality school believes that a manager within an organization has accurate information to accurately define the problem, and identify all the different decision criteria and the assign accurate weights. The decision maker is thus in position to identify all the possible alternatives and he or she is always in position to carry out accurate analysis and the selection of alternative is made that essentially maximize the firm's return after the implementation of the decision (Robbins & Coulter, 2008).
However, the bounded rationality school of thoughts, rather than relying on imaginary approach, took a more humanistic approach towards the decision making where they believe that once the manager identify a problem or an external opportunity and chalk out the decision criteria the search for different alternatives get started (Jackson & Carter, 2007). However, as manager are not machine and they have limited capacity and imagination they identify different alternatives, however the solution to the problem could be much more but they practice the problem solving within their constraints that in turn affect the decision makers abilities to identify and develop different decision alternatives (Jones et al., 2008).

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