Decision Making Model

Decision- make is the critical key to the survival of an organization, more so in this present time where we see economic boundaries between countries crumple and logical argumentes become more complex, global and knowledge-driven. Managers need to ensure that their organizations be continuously innovated and improved in order to achieve and obtain a sustainable agonistical edge. In fact, Porter (1985) highlighted that it is this competitive ability which is considered to be at the core of the success or failure of a firm. Managers realize that if their organizations argon to survive in this dynamic and uncertain environment, they have to make decisions concerning new business opportunities, products, customers, suppliers, markets and technical developments. This clearly indicates that the most important managerial attribute is the ability to make the right decision. The outcomes of the decisions will be utilize as the benchmark to evaluate whether managers are successful or not. Therefore, the question that arises is how managers make decisions and whether they are rational or irrational.

Stoner and freeman (1989, p.165) defined decision making as a do of identifying and selecting a course of action to deal with a unique(predicate) problem or take advantage of an opportunity. Decisions are at the heart of any organization, which relates to nearly every train of an organization.



Making-decision can be difficult for a number of reasons such(prenominal) as the organizational structure, human behavioral, organizational culture, uncertainties, incomplete information, triple objectives, complexity of the problem and anxiety, which directly influence the decision making process. Regardless of the constraints, managers have to make decisions. Under any circumstances, decisions do cannot and must not be wrong because decisions are the mechanisms by which decision-makers try to accomplish the goals of the organization; they are the means to an end.

Huber (1980) state that there are two...

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