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I study (1) the types of work structures that enable managers to reduce the risks of conformity traps (they conform to shared practices and beliefs when they should have deviated) and deviation traps (they deviate when they should have conformed). I find that decision makers fall into conformity or deviation traps in work environments that trigger the same psychological states (structural congruity). But decision makers bring down both errors in work environments that trigger clashing psychological states (structural incongruity);
(2) the types of ideological beliefs that increase managerial tolerance of decision errors and resistance to implementing incongruous structures. I find that managers who trade off employee freedom for protection prefer structures that increase the risks of conformity traps—and managers who trade off employee protection for freedom prefer structures that increase the risks of deviation traps.
Shefali Patil (Under Revision), Adapting too little – or too much: Accountability and values as converging-countervailing structural forces..
Teaching Interests: Organizational Behavior; Managerial Decision Making; Leadership; Negotiations
MGMT101 - Introduction To Management
This course is an introduction to the critical management skills involved in planning, structuring, controlling and leading an organization. It provides a framework for understanding issues involved in both managing and being managed, and it will help you to be a more effective contributor to organizations that you join. We develop a "systems" view of organizations, which means that we examine organizations as part of a context, including but not limited to environment, strategy, structure, culture, tasks, people and outputs. We consider how managerial decisions made in any one of these domains affect decisions in each of the others.