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Decision Making Process

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Samuel, M. N., Anthony, F. L., & Brian, M. R. (1995). Decision-making process: The key to quality decisions. American Journal of Management Development, 1(4), 5-8. Retrieved from http://search.proquest.com/docview/205531425?accountid=10674

Dean, J. W.,Jr, & Sharfman, M. P. (1996). Does decision process matter? A study of strategic decision-making effectiveness. Academy of Management Journal, 39(2), 368-368. Retrieved from http://search.proquest.com/docview/199815374?accountid=10674

The decision making process is a complex process which have direct social, economic and technological problems. Administrators are faced with the difficulty of decision-making, which have constant changing problems. The decision making process is used to predict the consequences of choices made. Administrators make decisions which range from spontaneous to highly logical. The logical approach is structured, while spontaneous decisions are made without specific considerations. Decision making with a logical approach uses a prescriptive decision/analytic approach. Spontaneous decisions are based on intuition, judgment, and emotion, and should be avoided. The decision making process can be applied in any organizational framework. The decision making must coincide with the goals and objectives of the organization. The organization must take into consideration the people affected, money involved, frequency of the decision, and time sensitivity. The decision making process consists of: Defining the Problem: This step indentifies there is a problem to be assessed by an organization. Develop Alternatives: This step lays out all the potential solutions for solving the previously stated problem. Evaluating: The alternatives must be carefully evaluated for correlation with organizational objectives, people affected, money involved, and time sensitivity.

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