An analysis of decision-making process in organizations: Implications for quality management and systematic practice

Abstract

Decision-making is an integral organisational process that impacts every level including, individual, group, and organisation. It is often associated with problem-solving and group processes in the organisational structure. With the advance of technology and our ability to engage in more streamlined business, the role of decision-making in today's organisations became even more critical. Organisational members are often left with making fast and rapid decisions without being furnished with knowledge and skills to make them. This paper first provides an overview of different decision-making process including, brainstorming, affinity diagramming, force-field analysis, flow charting, planning matrix, unilateral decision-making, consultative decision-making, voting decision-making, and consensus decision-making; and consequently, analyses the utility of decision-making process in organisational settings and investigate their implications for quality management in organisations. The findings of this study demonstrate the integral link between decision-making and various organisational processes such as quality decision-making, systematic planning, performance, and learning.

Keywords:

• decision-making process
• quality management
• systematic practice
• performance excellence

Acknowledgements

Earlier versions of this paper were presented at the 2010 Conference of the Eurasia Business and Economics Society (Istanbul, Turkey), Business & Economics Society International 2008 Conference (Lugano, Switzerland), and the 9th International Congress on Knowledge, Economy, & Management (Sarajevo, Bosnia & Herzegovina).