1. Jesse Leraas
E7134 Program Evaluation
4/3/2010

2. Recommendation #1:
KNOW YOUR
ORGANIZATION

3. Clear Organizational Goals
Does the organization have agreed-to, well-defined goals or are goals ill defined or
emerging?
Participant Understanding of Organizational
Goals
Do members of the organization know how decisions are made?
Structure of the Organization
Is the structure less defined, looser, with people behaving independently?
Organizational Resources
Does the organization have adequate resources?
Are there excess resources so people can take on new projects?
Are resources scarce so people are always competing for them?
Giesecke, J. (2001). Practical Strategies for Library Managers. Chicago, IL: ALA Publication. Retrieved from http://site.ebrary.com/lib/argosy/Doc?id=10194671

4. Recommendation #2:
FOLLOW THE
PROCESS

5. Step 1: Identify the problem
Define the parameters: identify, categorize, & evaluate
Step 2: Gather information
Step 3: Generate possible solutions
Creative brainstorming; alternative solutions
Rank and assess those solutions; weigh consequences
Sept 4: Choose a solution
Maximizes your goal; minimizes costs and losses
Step 5: Communicate the desicion
Giesecke, J. (2001). Practical Strategies for Library Managers. Chicago, IL: ALA Publication. Retrieved from http://site.ebrary.com/lib/argosy/Doc?id=10194671

6. Recommendation #3:
CHOOSE A MODEL
THAT WORKS WITH
YOUR ORGANIZATION

7. Participant Independence
Are members of the organization dependent on each other, able to act
independently, or are their actions interdependent?
Power Distribution within the Organization
Is power centralized and controlled? Is it distributed?
Information use within the DM Process
Is information gathered and used or gathered and ignored?
Participant Viewpoints
Is the issue important to them, unimportant, or do they simply not care?
Giesecke, J. (2001). Practical Strategies for Library Managers. Chicago, IL: ALA Publication. Retrieved from http://site.ebrary.com/lib/argosy/Doc?id=10194671

8. Bureaucratic
Political Bargaining
Participatory Decision Making
Garbage Can
Giesecke, J. (2001). Practical Strategies for Library Managers. Chicago, IL: ALA Publication. Retrieved from http://site.ebrary.com/lib/argosy/Doc?id=10194671

9. Power is not an issue
Rules define who can participate
Data gathered using a standard operating procedure
Rules define how decisions are made
Changes are incremental/Discourages major change
Giesecke, J. (2001). Practical Strategies for Library Managers. Chicago, IL: ALA Publication. Retrieved from http://site.ebrary.com/lib/argosy/Doc?id=10194671

10. Supports diverse interests & multiple (conflicting?) goals
Multiple participants in the DM process; Interdependent
No clear structure – Participants unsure how
decisions are made
Uneven distribution of power – Incentive to negotiate
Leads to…coalition building, compromising, and
bargaining
Giesecke, J. (2001). Practical Strategies for Library Managers. Chicago, IL: ALA Publication. Retrieved from http://site.ebrary.com/lib/argosy/Doc?id=10194671

11. Assumes that…
all participants have the same goal
individuals understand & accept the decision-making process
the organization is more important than the individual’s need
Rules are created to define who can participate
and how the process will be carried out
Power MUST be shared; however,…
Needs of the organization come first
If the process breaks down, political bargaining may occur
Information is gathered and shared w/ all participants
Leads to consensus on issues; participant commitment
Giesecke, J. (2001). Practical Strategies for Library Managers. Chicago, IL: ALA Publication. Retrieved from http://site.ebrary.com/lib/argosy/Doc?id=10194671

12. Organized anarchy
Participants are independent agents with conflicting goals
Problems appear and disappear without resolution
Multiple goals; conflicting and ill-defined
Participants have little understanding in regards to
organizational processes or how decisions are made
Loosely structured; power dispersed
Little ability to influence
Process is fluid and changing
Giesecke, J. (2001). Practical Strategies for Library Managers. Chicago, IL: ALA Publication. Retrieved from http://site.ebrary.com/lib/argosy/Doc?id=10194671

13. Recommendation #4:
KNOW YOUR
DECISION-MAKING
STYLE

14. Directive
Analytic
Conceptual
Behavioral
Kinicki, A. & Kreitner, R. (2003). Organizational behavior: Key concepts, skills, & best practices. Boston, MA: McGraw-Hill Higher Education.

15. Directive
Low tolerance for ambiguity
Oriented toward task and technical concerns
Efficient, logical, practical, systemic
Autocratic: exercise power and control – focus on short run
Analytical
High tolerance for ambiguity
Seek more information than Directives
Take longer to make decisions
Often autocratic
Kinicki, A. & Kreitner, R. (2003). Organizational behavior: Key concepts, skills, & best practices. Boston, MA: McGraw-Hill Higher Education.

16. Conceptual
High tolerance for ambiguity
Oriented toward people and social aspects
Consider a broad perspective; consider many options
Rely on intuition and discussion for information gathering
Focus on long-term solutions
Fosters idealistic and indecisive approach
Behavioral
Works well in groups; Enjoys social interaction
Supportive, receptive, warm, prefer verbal to written
Love meetings; avoids conflict
May seem “wishy-washy” – hard time saying no, making difficult decisions
Kinicki, A. & Kreitner, R. (2003). Organizational behavior: Key concepts, skills, & best practices. Boston, MA: McGraw-Hill Higher Education.

17. Recommendation #5:
DON’T FORGET
THE PEOPLE! –
WORK TO REDUCE
STRESS IN YOUR
ORGANIZATION

18. Communicate!
Help the organization develop clear, open communication
Help management develop clear connections between cause and effect
Help management learn how to deal with discussing difficult subjects
Empower!
Give workers as much control over their jobs and work life as possible
Help management deal with their need for control
Help workers expand their employment options
Support!
Educate decision makers about the price they and their workers pay
Help employees develop an emotional support system
Encourage the organization to invest in employee self-efficacy
Train!
Encourage the organization to invest in change management training for all employees
Encourage the organization to invest in employee resiliency training
Teach interpersonal skills to both management and front line workers
Lee, D. (2008). Twelve recommendations for reducing stress-related costs to your organization. Retrieved from http://www.humannatureatwork.com/articles/workplace_stress/Workplace-Stress-5.htm

19. Questions?