Question.4229 -
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PHPWord body {font-family: 'Arial'; font-size: 11pt;} * {font-family: 'Arial'; font-size: 11pt;} a.NoteRef {text-decoration: none;} hr {height: 1px; padding: 0; margin: 1em 0; border: 0; border-top: 1px solid #CCC;} table {border: 1px solid black; border-spacing: 0px; width : 100%;} td {border: 1px solid black;} h1 {font-size: 20pt;} h1 {margin-top: 20pt; margin-bottom: 6pt;} h2 {font-size: 16pt;} h2 {margin-top: 18pt; margin-bottom: 6pt;} h3 {font-size: 14pt; color: #434343;} h3 {margin-top: 16pt; margin-bottom: 4pt;} h4 {font-size: 12pt; color: #666666;} h4 {margin-top: 14pt; margin-bottom: 4pt;} h5 {font-size: 11pt; color: #666666;} h5 {margin-top: 12pt; margin-bottom: 4pt;} h6 {font-size: 11pt; color: #666666; font-style: italic;} h6 {margin-top: 12pt; margin-bottom: 4pt;} .Title {font-size: 26pt;} .Subtitle {font-family: 'Arial'; font-size: 15pt; color: #666666;} body > div + div {page-break-before: always;} div > *:first-child {page-break-before: auto;} @page page1 {size: A4 portrait; margin-right: 1in; margin-left: 1in; margin-top: 1in; margin-bottom: 1in; } In a general scenario, people argue that organizations do not focus on making decisions since it is generally an individual cognitive process rather than an organizational phenomenon. However, it has been partially true that individuals ultimately make decisions, and organizations create structures, cultures, and processes that shape and constrain decision-making (Brunsson, 2007). Therefore, studying organizational decision-making has not been pointless rather, it is very important to understand how decisions emerge in complex systems. There are various reasons for studying organizational decision-making, including collective decision-making processes, organizational structures and culture, decision-making models in the organization, the impact of power and politics, and application to risk management and quality improvement. Hence, organizational decision-making has been a structured, collective, and often complex process shaped by institutional factors that dismiss the study of organizational decision-making and overlook the critical role that systems, methods, and structures play in shaping decisions (Joseph & Gaba, 2020). Organizations often make decisions through teams, committees, or hierarchical structures, whereas theories such as Herbert Simon’s bounded rationality evaluate how organizational constraints, including limited information and time, affect decision-making (Cristofaro, 2017). Decision-making has been influenced by organizational policies, procedures, and cultural norms since Mintzberg’s decision-making model highlighted how different organizational structures, including machine bureaucracies versus adhocracies, shape the decision-making in the organization (Karki & Ghosal, 2023). On the other hand, frameworks such as the Garbage Can Model have been based on identifying that decision-making in organizations has often been chaotic and influenced by multiple actors, problems, and solutions occurring simultaneously, illustrating why studying decision-making at the organizational level has been valuable. Furthermore, organizational decision-making is not always rational; however, it can be influenced by power dynamics and political behavior, where ignoring the organizational context would overlook these important factors. In healthcare and allied health organizations, decisions related to risk management and quality improvement involving multiple stakeholders and structured frameworks such as Lean Six Sigma or PDSA where these models emphasize how organizational decision-making processes can drive improvements in the organization. References Brunsson, N. (2007). The consequences of decision-making. Oxford University Press. Cristofaro, M. (2017). Herbert Simon’s bounded rationality: Its historical evolution in management and cross-fertilizing contribution. Journal of Management History, 23(2), 170-190. Joseph, J., & Gaba, V. (2020). Organizational structure, information processing, and decision-making: A retrospective and road map for research. Academy of Management Annals, 14(1), 267-302. Karki, M. B., & Ghosal, I. (2023). Applicability studies of Mintzberg's Models of Strategic Decision Making in the Development of the Nepalese Automobile Market: An Investigation with Reference to Industry 5.0. Pacific Business Review International, 15(10).More Articles From Management
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