DECISIONS
In a theoretical model of decision making, a decision is defined as the process of selecting one option from among a group of options for implementation. (1) Decisions are formed by a decision maker, the one who actually chooses the final option, in conjunction with a decision unit, all of those in the organization around the decision maker who take part in the process. (2) In this theoretical model, the members of the decision unit react to an unidentified problem by studying the problem, determining the objectives of the organization, formulating options, evaluating the strengths and weaknesses of each of the options, and reaching a conclusion. (3) Many different factors can have an effect on the decision, including the nature of the problem itself, external forces exerting an influence on the organization, the internal dynamics of the decision unit, and the personality of the decision maker. (4)
During recent years, decision making has been studied systematically by drawing from such diverse areas of study as psychology, sociology, business, government, history, mathematics, and statistics. Analyses of decisions often emphasize one of three principal conceptual perspectives (though often the approach that is actually employed is somewhat eclectic).
In the oldest of the three approaches, decisions are made by a rational actor, who makes a particular decision directly and purposefully in response to a specific threat from the external environment. It is assumed that this rational actor has clear objectives in mind, develops numerous reasonable options, considers the advantages and disadvantages of each option carefully, chooses the best option after careful analysis, and then proceeds to implement it fully. A variation of the rational actor model is a decision maker who is a satisfier, one who selects the first satisfactory option rather than continuing the decision-making process until the optimal decision has been reached.
A second perspective places an emphasis on the impact of routines on decisions within organizations. It demonstrates how organizational structures and routines such as standard operating procedures tend to limit the decision-making process in a variety of ways, perhaps by restricting the information available to the decision unit, by restricting the breadth of options among which the decision unit may choose, or by inhibiting the ability of the organization to implement the decision quickly and effectively once it has been taken. Pre-planned routines and standard operating procedures are essential to coordinate the efforts of large numbers of people in massive organizations. However, these same routines and procedures can also have an inhibiting effect on the ability of the organization to arrive at optimal decisions and implement them efficiently. In this sort of decision-making process, organizations tend to take not the optimal decision but the decision that best fits within the permitted operating parameters outlined by the organization.
A third conceptual perspective emphasizes the internal dynamics of the decision unit and the extent to which decisions are based on political forces within the organization. This perspective demonstrates how bargaining among individuals who have different interests and motives and varying levels of power in the decision unit leads to eventual compromise that is not the preferred choice of any of the members of the decision unit.
Each of these three perspectives on the decision-making process demonstrates a different point of view on decision making, a different lens through which the decision-making process can be observed. It is safe to say that decision making in most organizations shows marked influences from each perspective; i.e., an organization strives to get as close as possible to the rational model in its decisions, yet the internal routines and dynamics of the organization come into play in the decision.