COMPARING DECISION MAKING MODELS

Decision Making Models

Organizational managers make decisions on an almost daily basis as they respond to new threats and opportunities that arise in the business environment. Depending on the nature of the problem, there are several decision making models that guide managers on what to do. The rational model, for instance, is very popular among managers and individuals in general. The core assumption of this model is that the best decisions are those that deliver maximum value consistently within certain constraints (Robbins, 2009 p.124).

To determine the best choice, the decision-maker first states the problem, after which he/she identifies the criteria to be used in evaluating options. All possible options are listed and evaluated and the best one selected. Within the given case scenario, the rational model would require the consultant systematically evaluate the benefits and risks of recommending each of the candidates. Through such an evaluation, the organization would project the likely costs or losses as well as gains arising from either choice.

The rational model is contrasted with the intuitive model. As the name suggests, the intuitive model of decision-making relies purely on the decision-maker’s experience and emotions (Robbins, 2009 p.124). Being a step-by-step process, rational decision-making requires sufficient time for the decision-maker to conduct adequate research and critically analyze options. In contrast, the intuitive model is applied when decisions must be made very fast (Robbins, 2009 p.124). In regards to the given case scenario, the intuitive model may be applied as follows: the consultant reflects on similar scenarios he/she has handled in the past. In other words, he/she applies his experience and knowledge especially if he/she has been in a similar circumstance previously to recommend the most suitable person for the job.

Determining the right model to use is not easy considering that each has its strengths and weaknesses. Nonetheless, the rational model would be most suited, reason being that this is a high-stakes issue: choosing the wrong person will definitely have far-reaching cost implications on the company. Secondly, since the two shortlisted individuals are the company’s employees, each of the options could elicit strong emotions. It would therefore be most prudent to engage in serious thought together with research before settling on the most suitable person for the job.

Reference List

Robbins, S. P. 2009, Organisational behaviour: Global and Southern African perspectives. Cape Town: Pearson Education South Africa.

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