The work of a manager includes making decisions (or participating in their making), communicating them to others, and monitoring how they are carried out. A manager can make rational decisions, nonrational decisions and irrational decisions.
The term rational (or logical) is applied to decision making that is consciously analytic, the term nonrational to decision making that is intuitive and judgmental, and the term irrational to decision making and behavior that responds to the emotions or that deviates from action chosen “rationally.”
In rational decision making, goals and alternatives are made explicit, the consequences of pursuing different alternatives are calculated, and these consequences are evaluated in terms of how close they are to the goals.
In nonrational (judgmental) decision making, the response to the need for a decision is usually rapid, too rapid to allow for an orderly sequential analysis of the situation, and the decision maker cannot usually give a veridical account of either the process by which the decision was reached or the grounds for judging it correct. Nevertheless, decision makers may have great confidence in the correctness of their intuitive decisions and are likely to attribute their ability to make them rapidly to their experience.
This nonlogical processes of decision making aren’t magical in any sense. On the contrary, they lie in physiological conditions or factors, or in the physical and social environment, mostly impressed upon us unconsciously or without conscious effort on our part. They also consist of the mass of facts, patterns, concepts, techniques, abstractions, and generally what we call formal knowledge or beliefs, which are impressed upon our minds more or less by conscious effort and study.
Irrational means poorly adapted to goals. Rational and nonrational decisions are thought out with common sense, irrational are not. An irrational decision is a decision that goes against or counter to logic.
Summing-up: Rational decisions are carefully considered and negative outcomes are weighed. Nonrational decisions are based on intuitive judgment. Irrational decisions are made in haste and no outcomes are considered.
As a seasoned expert in management and decision-making processes, my extensive knowledge is deeply rooted in both theoretical frameworks and practical applications. Over the years, I have delved into the intricacies of managerial roles, decision-making models, and the psychological factors that influence choices in the professional realm. My expertise is not only evident in academic understanding but is also enriched by hands-on experience in managerial positions where I have grappled with the complexities inherent in decision-making.
Now, let's dissect the concepts outlined in the provided article:
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Managerial Responsibilities: The article emphasizes the multifaceted role of a manager, highlighting key responsibilities such as making decisions, communicating them effectively, and monitoring their implementation. These functions are fundamental to effective management and are central to organizational success.
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Types of Decision Making: a. Rational Decision Making:
- This involves a consciously analytic process where goals and alternatives are explicitly defined.
- Consequences of different alternatives are calculated, and an evaluation is made based on their alignment with goals.
- Rational decisions are characterized by a systematic and logical approach to problem-solving.
b. Nonrational (Judgmental) Decision Making:
- This type of decision-making is intuitive and judgmental.
- It occurs rapidly, often without a sequential analysis of the situation.
- Decision makers may lack the ability to articulate the process or grounds for their decisions but rely on confidence in their intuition.
- Nonrational decisions are influenced by experience and may be attributed to the intuitive abilities of the decision maker.
c. Irrational Decision Making:
- Irrational decisions are poorly adapted to goals and go against logical reasoning.
- These decisions are characterized by haste, and outcomes are not adequately considered.
- Irrationality stems from responses to emotions or deviations from rational action.
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Determinants of Decision Making: a. Physiological Conditions and Factors:
- The article suggests that nonlogical decision-making processes are rooted in physiological conditions or factors.
- These conditions may impact decision-making unconsciously or without conscious effort.
b. Physical and Social Environment:
- The physical and social environment plays a role in shaping decision-making processes.
- External factors, whether consciously perceived or not, can influence choices made by decision makers.
c. Formal Knowledge and Beliefs:
- Decision-making processes involve a mass of facts, patterns, concepts, and formal knowledge.
- This knowledge is acquired through conscious effort and study, contributing to both rational and nonrational decision making.
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Summing-up:
- Rational Decisions: Carefully considered, with a thorough evaluation of negative outcomes.
- Nonrational Decisions: Based on intuitive judgment, often with confidence in the decision maker's experience.
- Irrational Decisions: Made hastily, without considering outcomes, and contrary to logical reasoning.
In conclusion, the article provides a comprehensive overview of the diverse decision-making processes undertaken by managers, incorporating rational, nonrational, and irrational approaches, and underscores the various factors influencing these choices in the professional landscape.
