Composition vs. Decomposition: Two Approaches to Modeling Organizational Decision Processes

Dennis J. Sweeney, E. P. Winkofsky, Probir Roy and Norman R. Baker
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Dennis J. Sweeney: University of Cincinnati
E. P. Winkofsky: Virginia Polytechnic Institute and State University
Probir Roy: Gallaudet College
Norman R. Baker: University of Cincinnati

Management Science, 1978, vol. 24, issue 14, 1491-1499

Abstract: The most popular approach to developing mathematical models of organizational decision processes, the decomposition approach, begins with a mathematical statement of an ideal organizational problem and follows a process of decomposition to derive sub-problems solved by separate units at (possibly) different levels of the organization. Conversely, the composition approach starts with mathematical statements of the subproblems solved by the separate units and proceeds to develop a solution algorithm as a means of coordinating the activities of the separate units. A process of composition must then be followed if one is to discover the derived organizational problem actually solved. This paper offers an operational definition of an organizational decision process and relates this process to the anatomy of mathematical models purported as being representative of it. Implications regarding the potential of the decision process models as tools of organizational design are explored.

Keywords: organizational studies: decomposition; organizational studies: design; organizational studies: decision processes (search for similar items in EconPapers)
Date: 1978
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