美国纽约代写essay 理性模型

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Essentially the bounded rationality model could be termed as a more humanistic model as it takes into account the different constraints, from the individual perspective as well as organization's related constraints (Kreitner et al., 2007). For example a manager might be aware of the fact that a particular decision has the capacity to maximize the firm's profitability however he or she might not be in position to implement the decision due to the organization's resources. For example the human resources that the organization currently possessed does not have the desired skills while the company due to financial constraints is not in position to look for new recruitment. Taking this into consideration the manager may refrain from selecting such an approach and rather he or she may look for other alternatives that fit best taking into consideration the different resources and the constraints of the organization (Draft, 2006).
Managers who made decisions assuming the bounded rationality model uses different heuristics which may be regarded as the course of action that one select on the basis of one's experience. Essentially the heuristic approach suggests that manager while working within an organization develops different shortcuts that the manager consistently uses when confronted with the dilemma of solving an organization's problem or sensing and capturing an environmental opportunity. Such heuristics are usually against the normative approach and due to a huge extent is based on the creativity and inherited innovativeness of the manager making the heuristics (Johns & Alan, 2005). The heuristics that a manager uses may be regarded as the combination of the inborn skills and the experience that a manager gets while working within an organization. Perhaps this is the reason that those members of organization who shows strong aptitude in terms of creativity find their ways towards the higher level position within an organization.

本质上是有限理性模型可以被称为一种更人性化的模型，它考虑了不同约束条件下，从个人的角度，以及组织的相关约束（Kreitner等，2007）。例如，一个经理可能意识到这样一个事实：一个特定的决策有能力最大限度地提高公司的盈利能力，但他或她可能不到位，由于组织的资源来执行决定。
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