FMC Green River case study Organizational Behavior Essay

FMC Green River case study Organizational Behavior - Essay ExampleIn that case organizational transpose must be planned, monitored and controlled throughout its lifecycle, with completion occurring on full implementation and evaluation.Organizational interpolate decisions are often complex, multi-faceted, and involve some(prenominal) distinct stakeholders with different priorities or objectives. Most people, when confronted with such a problem will attempt to use intuitive approaches to simplify complexity until the problem seems more manageable. In the process, classical information may be lost, opposing points of view may be discarded, elements of uncertainty may be ignored -- in short, there are many reasons to expect that, on their own, individuals (either lay or expert) will often experience difficulty making informed, thoughtful choices about complex issues involving uncertainties and value tradeoffs. This fact, and the mark of wobble issues to involve shared resources a nd broad constituencies, means that group decision processes are called for. These may have some advantages over individual processes more perspectives may be put forward for consideration, the chances of having natural systematic thinkers involved is higher(prenominal), and groups may be able to rely upon the more deliberative, well-informed members. However, groups are also susceptible to the tendency to establish entrenched positions (defeating compromise initiatives) or to prematurely adopt a common perspective that excludes contrary information - a tendency termed group think. (McDaniels etal., 1999). For change management projects, decision makers may flowly receive four types of technical input modeling/monitoring, risk analysis, cost or cost benefit analysis, and stakeholders preferences. However, current decision processes in Green River typically offer little guidance on how to integrate or judge the relative importance of information from separately source. Also, inform ation comes in different forms. While modeling and monitoring results are usually presented as quantitative estimates, risk assessment and cost-benefit analyses incorporate a higher degree of qualitative judgment by the project team. Structured information about stakeholder preferences must be presented to the decision-maker, and should be handled in a perfect path that minimizes the difficulty of defending the decision process as reliable and fair. If the structured approaches are employed, they may be perceived as lacking the flexibility to fit to localized concerns or faithfully represent minority viewpoints. As a result,