Decision Making Processes

Decision Making Processes

Decision making processes is a cognitive process directed at a course of action of a belief out of many possible alternatives. Decision making processes is part of day to day human activities both in the personal life and in the businesses practice.

Decision making processes in businesses influential in building a competitive edge. Change in the modern era is happening very fast, prompting businesses to respond to the global changes. Successful and effective decision making processes add value to the organization (Goll & Rasheed, 2005). Decision making processes involve techniques, tools and perceptions; Corporate decisions are characterized with conflicts and dissatisfactions that must be handled wisely in building rapport (Foote et al., 2002).

There are steps involved in the decision making processes in the work environment, each of the steps involved in the decision making processes is supported by diverse techniques and tools (Hayashi, 2001). The steps involved in the decision making processes are: identifying the purpose of the decision, gathering relevant information, engaging principles for selecting workable alternatives, brainstorming different choices, evaluating possible alternatives, selecting the best alternative, executing the decision made and evaluating the results.

Workplace conflicts in the decision making processes are inevitable, there are holes and gaps that exist resulting to conflicts of interests (Hastie & Dawes, 2010). Conflict resolution styles identify with accommodating, avoiding, compromising, collaborating and confronting. Common holes and gaps in the decision making processes are interdependence conflicts, conflicts due to differences in style, conflicts due to differences in gender/background, conflicts due to differences in leadership and personality clashes (Laureate Education, Inc., 2011).

The final choice realized after the decision making process may generate an action or not depending on context. Decision making processes in the business context can be characterized as a process and also as a habit as the organizations keep on aligning to the changing business environment.

References

Foote, N., Weiss, L., Matson, E. & Wenger, E. (2002). Leveraging group knowledge for high-performance decision-making. Organizational Dynamics , 280–295.

Goll, I. & Rasheed, A. A. (2005). The relationships between top management demographic characteristics, rational decision making, environmental munificence, and firm performance. Organization Studies , 854–883.

Hastie, R. K. & Dawes, R. M. (2010). Rational choice in an uncertain world . Washington, DC: Sage Publications.

Hayashi, A. M. (2001). When to trust your gut. Harvard Business Review , 59-65.

Laureate Education, Inc. (Director). (2011). Better decision making [Motion Picture].

 

 

 

 

 

 

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