Decision Making in the Workplace Term Paper by Paramount

Decision Making in the Workplace
Evaluates different deployments of the rational and organizational decision making approaches in the same workplace scenario.
# 52989 | 937 words | 2 sources | APA | 2004 | US
Published on Sep 27, 2004 in Business (Management) , Business (Human Resources) , Business (General)

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One of the key aspects to being a good manager is being a good decision maker and a good facilitator of decision making between others. However, although this statement may seem to be a cliche, like so many cliches about demonstrating strong leadership and business acumen, it bears a certain level of scrutiny when put into real world terms. This paper asks what happens when one must negotiate and mediate in the real world. It shows that, in these cases, there are two dominant paradigms every business manager must take into consideration, namely, what is economically feasible and good business sense, and what is ethically coherent with the company's philosophy and American law. This paper applies two available decision making models that satisfy both of these aspects, the rational actor decision-making model and the organizational processes decision-making model.

From the Paper:

"In other words, quite often decision making in the work force cannot presume that all conflicts have a rational basis, or that all mediate decisions made thus can simply regard the quantitative and qualitative data that may be at the roots of a particular conflict. Decisions may ideally come from identifying relevant criteria, cause and effect beliefs, and different evaluations of proposed alternatives. However, if even from a purely rational basis conflict may result in all three areas, when conflicts in the workplace assume because of long-standing tensions, human resource management becomes even more difficult in achieving decisions that are mutually amicable for all parties."

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