- The Oxford Handbook Of Organizational Decision Making
- List of Figures
- List of Tables
- Notes on Contributors
- Organizational Decision Making: Mapping Terrains on Different Planets
- Boom and Bust Behavior: On the Persistence of Strategic Decision Biases
- Information Overload Revisited
- Decision Making with Inaccurate, Unreliable Data
- Borgs in the Org? Organizational Decision Making and Technology
- Making the Decision to Monitor in the Workplace: Cybernetic Models and the Illusion of Control
- Culture and Decision Making
- Facing the Threat of Disaster: Decision Making When the Stakes are High
- The Fit Between Crisis Types and Management Attributes as a Determinant of Crisis Consequences
- Employing Adaptive Structuring as a Cognitive Decision Aid in High Reliability Organizations
- Expertise and Naturalistic Decision Making in Organizations: Mechanisms of Effective Decision Making
- Cognitively Skilled Organizational Decision Making: Making Sense of Deciding
- Linking Rationality, Politics, and Routines in Organizational Decision Making
- Superstitious Behavior as a Byproduct of Intelligent Adaptation
- On The Implications of Behavioral Decision Theory for Managerial Decision Making: Contributions and Challenges
- Intuition in Organizational Decision Making
- Affect and Information Processing
- Individual Differences And Decision Making
- Group Composition and Decision Making
- Making Sense of Real Options Reasoning: An Engine of Choice that Backfires?
- The Social Construction of Rationality in Organizational Decision Making
- When “Decision Outcomes” are not the Outcomes of Decisions
- What Lies Behind Organizational Façades and How Organizational Façades Lie: An Untold Story of Organizational Decision Making
- Teaching Decision Making
- Facilitating Serious Play
- Do Activities of Consultants and Management Scientists Affect Decision Making by Managers?
- Risk Communication in Organizations
- Structuring the Decision Process: An Evaluation of Methods
- Strategy Workshops and “Away Days” as Ritual
- Troubling Futures: Scenarios and Scenario Planning for Organizational Decision Making
- Subject Index
- Personal Name Index: Includes All Referenced Authors
Abstract and Keywords
This article explores the reliance on cybernetic control models by managers and organizations when making decisions by investigating the desire for people to establish and maintain control. Further, it argues that applying cybernetic models of control to decision making might be inappropriate when applied to humans. Establishing control via the application of cybernetic models is illusory and can lead to a repetitive spiral of increased control. In contrast, research on leadership offers a different paradigm of control. It considers how a manager's behavior can trigger the appropriate response in an employee by activating the employee's working self-concept for how he or she should behave in the workplace. That is, this article examines how employees' desired behaviors and performance can be realized without the need to engage in electronic monitoring.
David Zweig received his PhD in industrial/organizational psychology at the University of Waterloo and is currently an associate professor of organizational behaviour at the University of Toronto in Canada. He has published in a variety of journals including the Journal of Organizational Behavior, Personnel Psychology, Human Resources Management Journal, and the Journal of Vocational Behavior. His research interests include the impact of employee monitoring technologies, goal orientation and learning outcomes, structured interviews, and knowledge hiding in organizations.
Jane Webster received her PhD from New York University and is the E. Marie Shantz Professor of MIS in the School of Business at Queen's University in Canada. She has served as a senior editor for MIS Quarterly, guest associate editor of Information Systems Research, and the VP of publications for the Association for Information Systems. She has published in a variety of journals including the Academy of Management Journal, Communication Research, Journal of Organizational Behavior, MIS Quarterly, and Organization Science. Her current research concerns information systems and technologies for environmental sustainability. She also investigates the impacts of technologies in the support of distributed work, organizational communication, employee recruitment and selection, employee monitoring, training and learning, and human-computer interaction.
Kristyn A. Scott is Assistant Professor of Organizational Behaviour and Human Resources Management at the Ted Rogers School of Business at Ryerson University. She received her PhD in industrial organizational psychology from the University of Waterloo. Her primary research interests are in the area of leadership and information processing, with a specific focus on subordinate perceptions of male and female leaders. Kristyn's research has appeared in Organizational Behavior and Human Decision Processes and Human Resources Management Journal.
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