Decision Making Approaches

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I Introduction
A job for a leader is to make decisions. Most managers or executives have to engage in some aspect of decision making including coming up with ideas, evaluative alternatives, or implementing directives (Brousseau et al., 2006). However, it could be a critical issue for decision makers to build up proper decisions in various situations. Hence, how to adopt suitable technique in decision making processes is a significant text for them. This essay firstly is going to discuss the benefits of automated decision making due to improvement of technology, such as effective quality and services. Yet, abundant limitations including environmental changes and professional shortages will be illustrated in the next part. Furthermore,
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In the thinking mode, executives can make decisions that are broadly defined and consist of multiple courses of action (Brousseau et al., 2006).
Successful managers in organisations are more analytic in their style while they progress in their jobs (Brousseau et al., 2006). Further, Elbanna and Child (2007) prove that rationality has a positive relationship with organisational outcomes.

Nonetheless, some constraints of rational decision making process should be pointed out. Firstly, in Brousseau et al. (2006) study, significant differences of global management culture are demonstrated. For instance, Americans stand apart in using a flexible thinking style more and more when they progress in their position, but the situation is reversed in Latin America. Thus, global management should be aware of differences in culture. Moreover, real-life decision making makes more sense than people think because so much of it is beyond conscious thinking (Mintzberg and Westley, 2001).

To date, researchers have emphasised rational decision making processes rather than intuitive processes (Elbanna and Child, 2007). However, all the data or information in the world cannot trump the valuable experiences from lifetime that informs one’s gut instinct, feeling as well as intuition (Matzler et al., 2007). Dane and Pratt (2007) also state that intuition comes from
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