Systemic top-down identification and synthesis
of basic concepts and relations
|
White paper of Adam Maria Gadomski
|
|
..
Illustration of group decision-making
|
In this
sense an organizational decision-making is two or more levels hierarchical
decisional
process
(from
an observer scientific perspective) and an organization's
function (from an organisation
designer engineeristic perspective).. [the
perspective of the TOGA
meta-theory],.
Organizational
decision-making involves the following basic ontological
dependences:
1. Functional Component-Component interrelations - they are based on the
UMP paradigm and on different forms of collective decision-making and their
distributed or centralised goal-oriented intradepencences.
2. Process-Data interrelations
- they are based on the observation of cognitive information processing in the frame
of the recursive individual/group IPK
(Information, Preferences, Knowledge) frameworks.
3. System-Structure
interrelations - 
society/organization/group roles structures, where different structures
have to be distinguished, such as:
functional, processual, role-dependent.
In the context of the TOGA
conceptualization, a decision-making (D-M) is a basic component of such complex
managerial tasks/functions/processes (dependently on the assumed perspective)
as: cooperation, negotiation and conflict resolution.
The
fig. below illustrates common bases of IPK which are available for individual
and group D-M processes in frame of various socio-cognitive
activities of an organization.
3
Fig. The IPK
Sharing (IPKS) paradigm applied in a group/cooperative decision-making.
Summarizing:
The
carrier
of D-M is an abstract cognitive/mentalistic/mental architecture based on
IPK
and UMP
paradigms,
it is an abstract
process , and it is aggregated according to generic requirements of
cooperation, negotiation and
conflict resolution.
In concrete contexts, organizational
decision-making
can be defined and established on different generalization levels,
- dependently on the type
of organization
structure.
- dependently on tasks/objectives/(fundation-goal)
and current situation of the organization; ODM can be more of less structured
or informal.
- dependently on individual
interests and emotions of its actors, which can be temporal, not declared but implicitly manipulated .
The lack of congruence
between the really used ODM style and the
organization structure may lead to "pathologies of
organization", its vulnerability
and, in consequence, to different organization
crisis.
-
cognitive decision-making model: White paper
http://erg4146.casaccia.enea.it/dec-maki.html
- SPG
representation of a
Domain-of-Activity of an
intelligent entity/agent:
the identification and design framework for the domain
of decision.
- consensus in: Model
of Action-Oriented Decision-Making Process : Methodological Approach
, 1990
- decisional errors in:
Safety
and Reliability of Human-Machine Systems,
Adam Maria Gadomski, 1998
-
abstract society and organization
:
Personoids
society - A generalized society of intelligent
agents, Web page.
Links
see Google
search
(updated 2 Mar.2005): decision-making
- 14 100 000 docs
decision-making,
organization - 5.260.000 docs
decision-making,
management, intelligent. -
863.000 docs
decision-making,
management, intelligence, meta-knowledge - 676 docs (1st, 2nd from MKEM)
For more information - mail to Adam
Maria Gadomski
For
citation: A.M.Gadomski, Decision-Making in Organization: TOGA Approach. White
paper. Web page (since 2003): http://erg4146.casaccia.enea.it/Simona,
the ENEA's Server .
Page since 28/04/2003, last
updating: 10 Nov. 2005, copyright Adam Maria Gadomski, ENEA. |
