Interpersonal Process: Decision Making in Organizations

Topics: Decision making, Decision theory, Decision making software Pages: 4 (889 words) Published: March 24, 2013
INTERPERSONAL PROCESS: DECISION MAKING IN ORGANIZATIONS

The crucial part of any organization is making good decisions in the various contexts. To reach good decisions, they need reliable information, experience in interpreting information, and reaching a consensus. However, this process of decision-making remains incomplete without the consultation process as the view and expertise of other people in an organization can help to admit one or alter one's mind. The process of decision-making is supported by various tools and techniques that help an organization better sort and analyze the information by adding numerical and objective precision to minimize the level of subjectivity.

As organizational decision-making process is people-centric and it always has some level of subjectivity in it, some sort of training can enable managers to be better decision makers. A supportive environment where one is fairly criticized for making wrong choices and proper support from other group members and superiors enables managers to make better decisions (Kippenberger, T, 1998).

The importance of interpersonal process of decision-making is obvious in all types of decisions made in the organizational context such as strategic decision of investment and direction of future growth taken by the board of director and tactical decision about material handling and effectiveness at departmental levels taken by managers. In addition, in the 21st century of market-oriented and customer focused approach also puts pressure on employees to make decision about their own tasks, responses to customers and improvement to business practice.

The process of first collecting alternative possibilities and then converging on a solution is referred as decision making. In fact when we decide we try to cut off from all other alternatives as the Latin root of the world decision suggests and means. In the presence and emergence of new innovative solutions and huge variations in the ways business...

References: Kippenberger, T, (1998), "Strategic decisions: the value of diversity and conflict", The Antidote, 3(7), Emeraldinsight [Online], Available at: http://www.emeraldinsight.com.ezproxy.scu.edu.au/journals.htm?issn=1363-8483&volume=3&issue=7&articleid=873429&show=html (Accessed: 02 December, 2010)
Jeffery, A. B., Maes, J.D., Bratton-Jeffery, M.F., (2005), "Improving team decision-making performance with collaborative modeling", Team Performance Management, 11(1/2), pp. 40-50, Emeraldinsight [Online], Available at: http://www.emeraldinsight.com.ezproxy.scu.edu.au/journals.htm?issn=1352-7592&volume=11&issue=1/2&articleid=1464479&show=html (Accessed: 03 December, 2010)
Baron, R.S., & Kerr, N.L. (2002). Group Process, Group Decision, Group Action. 2nd edn. Buckingham: Open University Press
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