Choosing alternatives is a multi-stage process. A rational decision-making process supports logic, objectivity and analysis of humor and understanding. In this context, the word “rational” does not mean information or openness, since it is because of a reason. This approach continues in an orderly and formal way to do things. This way includes:
- Formulating a goal(s)
- Identifying the criteria for making the decision
- Identifying alternatives
- Performing analysis
- Making a final decision.
Assumptions of the Rational Decision-Making Model
A rational decision-making model requires assumptions that people make an option that benefits from the crop and at least minimize any cost. The idea of a reasonable choice in economic theory is easy. For example, most people want to buy the lowest price for the most useful product; For this reason, they will assess the advantages of any particular thing (for example, how useful or attractive) compared to similar things. Then they will compare prices (or costs). Generally, people who provide the lowest rewards provide at least a cost.
It also accepts the rational model:
• A person who has an option based can have full and excellent information.
• There are measurable criteria for data collection and analysis.
A person has abilities, time and cognitive resources to consider all other options for others. A rational decision-making model does not include undesirable factors, such as ethical issues or values of self-worth. Personal emotions, loyalty or feeling of responsibility are ignored. Objectivity creates a tendency for facts, data and analytical options through intuition or desire.
Critiques of the Rational Model
Critics of rational choice theory or rational decision-making model argue that this model makes inconsistent and too simple assumptions. Their protests on a rational model include:
People rarely have full (or ideal) information. For example, information may not be available, a person may not be able to access it, or may take too much or too much capacity to buy it. More complicated models depend on the likelihood of describing the results, rather than the assumption that everyone will always know all the results. Individual rationality is limited to their ability to analyze and analyze alternative competition options. The solution is the difficulty, the constraints are more than a reasonable option. Instead of always trying to maximize benefits and minimize costs, people prefer to choose an acceptable choice, rather than the best possible. This is especially true when measuring critics and evaluators are accurately considered among the selection criteria.
The organization itself includes decision making and, therefore, can create the difficulties from the rational model. For example, managers make their decisions for the system of assessment and remuneration of organizational activities, to observe formal organizational rules and to meet organizational basis time constraints. Previous organizational decisions have previously been a dietary to limit the current solution.
Performance Evaluation
Decision-making processes are dependent on leaders according to the criteria they determine. The department manager should not surprise departmental managers that most of their time spend factory makers if they believe their production facilities are better when they do not adverse anything. This ensures that there is no negative information in the department. Similarly, if the university deed believes that the teacher does not believe that more than 10% of his or her students fail more, the teacher should show their learning abilities more. “We should expect that a tutor seeking positive feedback will solve many student failures. The smallest creates rules, policies, procedures and other formalities to standardize the behavior of its members. By making program decisions, organizations can ensure that people have high levels of outstanding efficiency for the many years of experience that are necessary for a lack of rules. And, of course, by doing this, they allow the limit to limit electoral borders.
Time limits set by the system
The timing of decision-making organizations. For example, the departmental budgets should be completed by next Friday. Alternatively, a report on the development of new products should be ready for the board of directors to pay attention for the first time in a month. It is necessary to make some decisions quickly to keep competitors and serve customers. And almost all-important decisions that come with clear deadlines. These conditions depend on decision makers and it often makes it difficult, if it is not impossible, to collect all the information that may want to make the final choice.
Based on ethical decisions
Although ethical decisions are limited to actions and words (for example, recalling promotional activities, using words to control productivity), which restrict ethical decisions in a business or group context. Right behavior can be considered with the help of actions and words, but your ideas do not have an idea. Our differences will be limited to moral decisions based on our faith and belief (for example, I would like to help the client and help the client, whether the money is right or not, and the personal reputation of others). as part of the process of making personal decisions. Of course, the ideas can be considered from the results obtained from ethical evidence, concrete and words and actions, without interfering with our words and actions and decisions in a group context. Again, ideas and motivation remain in your personal space. As a result, the corresponding ethical behavior will be evaluated by borders.
In addition, ecology is taken when decisions in major businesses or groups (for example, the government) make the need to demonstrate that the key control decisions (green solutions) are accepted and applied. In particular, business decisions for core values should be taken to provide the objectives/requirements to establish and limit the criteria used in the business solutions network. This fundamental decision can influence the decision-making criteria for business decisions (blue solutions) that directly affect the adoption of ethical decisions and organizational behavior. In addition, relevant decisions include the selection of codes of conduct that will include criteria for compliance with business and business decisions.
