ORGANISATION THEORY

 

INTRODUCTION

Decision making process is considered as the essential tool for keeping business organizations in its proper pacing in maintaining market success and increase in growth and stability as business managers must decide on better decision for the good of the company and that as a manager he need to use a set of framework in realizing his decisions and not to follow his gut feeling in times of critical situations that needs collaborative consideration from the management team and that he then needs to justify his interest in managerial decision making and focused on its distinct models and framework as it is the integral part of every business. Managers need to decide according to standards and principles being followed by the management and to respect its organization governance in which gut feeling approach is of no use because when managers make their decisions they should not be subjective in ways but objective and should adhere to the positive manner of the constructive approach of realizing the details of making decisions work effectively.

 

 

 

 

 

MAIN BODY

The analysis of         provided a basic framework for investigating the general process of individual decision making that it comprises a few discrete stages: (1) what is the problem? (2) What are the alternatives? (3) Which alternative is best? as with regards to managerial decision making, the text emphasizes that such stages play out in a set of steps ranging from initial detection of a problem to implementation and monitoring of a chosen solution. The individual’s decision-making style is his natural, habitual (albeit learned) approach to effecting a choice and then acting on that choice.  In particular, a substantial amount of research has been done to investigate the impact of personal values on outcomes of the decision-making process. For example, values have been related to differences in behaviors ranging from preference ratings for automobile attributes, to mass media usage, to occupational choice.

 

 

 

 

 

 

Henceforth,           described managers as having to mediate decisions in response to a wide variety of pressures, as well as often having to put together a coalition of inside and outside groups to survive using instruments that characterizes managers as “feelers” rather than “thinkers,” and as “intuitive” rather than “sensing”: These managers are more interested in people and feelings than in analysis and is always waiting to know more before deciding, holding off decisions and judgments. They are open and flexible, able to see and appreciate all sides of issues, welcoming new perspectives and information about issues. Although private managers might demonstrate value preferences different from those of different decision-making styles, our research proposition is that the relationships between their values and decision-making styles should obtain. There was a decision-making framework for business managers who want to build their brands in a corporate advertising environment. The framework raises several questions that brand managers need to address and be able to show how questions pertaining to consumer characteristics and brand tactics form the basis of a useful conceptual model. There needs to investigate whether brand managers consider consumers’ corporate ad knowledge and how they use it in their brand planning for learning about actual brand decision-making processes in a corporate advertising environment.

 

 

 

It was believe that the decision making framework will facilitate conceptually based research on the management of brands in the modern business environment and limiting the gut feeling approach to be done to develop a meaningful theory of organization knowledge that can guide the managers. Decision-making processes related to choice of market, timing and mode of entry are therefore important to understand from both a research and managerial perspective ( 1999).  Moreover, (1989) challenged several of the accepted principles of decision making, her research demonstrated that more successful companies in a better environment could analyze more relevant data, consider multiple alternatives simultaneously, and make faster decisions than their less successful competitors practicing slower decision-making processes in the same market. For example, the “comprehensive” perspective posited that, due to human cognitive limitations (, 1955) faster decisions could be made by limiting alternatives considered and by constraining analysis ( 1984;  1973;  1976). It was also generally accepted that centralized decision-making would speed the decision making process because conflict and consensus are more time-consuming than an autocratic process.

 

 

 

 (1989) stated that when decision makers immerse in real-time information, they acquire “a deep personal knowledge of the enterprise that allows them to access and interpret information rapidly when major decisions arise. The executives making fast decisions also use tactics to accelerate analysis of information and alternatives during the decision process (p. 570).       theory to faster decision making argues that two of the antecedent’s necessary for strategic decision speed are a two-tier advice process and consensus with qualification. Both of these antecedents call for a leadership type that inculcates others’ ideas and thoughts in the decision-making process. Therefore, decision-making theory requires a top management leadership that values participation of intellectual stimulation and individualized consideration, would allow a faster decision making process through       ‘s (1989) theory of decision making. Moreover, the business world has been able to adapt some of the thinking from the field management practice. Many concepts can be applied to how people interact and how to operate the business as one of the concept that plays a major role in decision is gut feel or intuition.

 

 

 

 

 

People generally agree that intuition refers to the brain’s process of interpreting and reaching conclusions about phenomena without resorting to conscious thought. Thus, the Boston Consulting Groups wrote “intuition is the subconscious integration of all experiences, conditioning, and knowledge of a lifetime including the cultural and emotional biases of that lifetime.” The debate raging in the business sector in the clinical world is whether you should trust your intuition in making decisions or ignore it because of its lack of critical analysis.        takes the view that intuition is extremely important and essential in decision making. He uses multiple examples of firefighters, intensive care nurses, marines and leaders who use their intuition to come to decisions in a rapid rammer because of their intuition skills. People have “gut feelings” when faced with making choices at work. For example, you may have evaluated a job candidate when your gut told you “something” seemed wrong because there is no way to quantify, these hunches you dismissed them as untrustworthy, only to discover later that your gut feeling was right all along.        demystifies the role intuition plays in the workplace and gives us permission to trust our instincts. He shows that gut feel, far from being an innate “sixth sense,” is an essential and learnable skill that anyone can use to improve job performance.

 

 

 

t is as important a tool in making a decision as interpreting numbers or analyzing data. Gut feeling or Intuition is an essential, powerful and practical tool.        discovered that the more experience people have in any particular field, the more they rely on gut feelings because it is a natural and direct outgrowth of experience. He defines gut feel/intuition as “the way people translate their experience into action.” In other words, people’s experience lets them recognize what is going on and make decisions. Most real-life decisions are simply not amenable to classic, analytical decision making as the experienced managers often make the mistake of assuming that their subordinates see the same patterns that are known to them. Then,        believes that a lot of us want to accept the transformative power of intuition as if it were magical. According to him, people want to believe in intuition but it unfortunately blinds us to the less romantic realities of business decision making. For every great example of a great “gut decision’’, there is an equal and opposite example of a terrible one.       refers to research studies of cognition that show a person’s thinking is subject to all sorts of biases and flaws, most of which operate at a subconscious level – the level of intuition.

 

 

 

 

The essence of business environment is to apply decision making structure in its process even if gut feeling in some ways can be good as indeed, the human drive to find decision patterns that will deal into the process of developing and shaping an appropriate organization structure amicably effective for modern business environment as the new decision support systems don’t eliminate human gut feel or intuition, as         asserts that people harness its power while remedying its most pernicious flaws. In fact, he believes computers will impose a left-brain discipline on right-brain hunches in a way that is well beyond the computational capacity of the human mind. He feels that gut feelings continues to play a key role, allowing people to make informed decisions without short-circuiting its power within the combination in a form of creative potential as it offers the true fulfillment of the promise of human intuition.

 

 

 

 

 

 

 

CONCLUSION

Therefore, I agree that managers should use set of framework that will give basis and support in terms of deciding on something integrating to the decision making process on the other hand, the gut feeling approach could be used by the modern business environment depending upon which the need may arise and it is a sort of case to case situation as the purpose of making better decisions is to provide business success in the global market by means of depicting the general nature of relative components along with its aspects within exclusive domains and believe that in order for an organization to be more successful there should be a fit within its decision-making processes and organization context along its top management team. Furthermore, business managers can use gut feeling approach in some ways of realizing the decision framework respectively. Finally, in referring to decision-making, certain scale can be developed to determine if the decision making framework process at the managerial level of needed information and if the decision-making process is essential for the structure of the business as it provides evidence and making such study in research an important basis for future research p.

 

 

 

 

 

REFERENCES

 

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