Power, Politics, and Process of Decision Making

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Abstract
Studies of organizational decision making provide ample evidence that the rational method of decision making is honored more in the breach than in the observance. Using these studies as a point of departure, this paper argues that the sometimes rational process of organizational decision making is also a political process. Organizational decisions are often made by people who have vested interests in the outcomes of the decisions. The paper concludes with a set of suggested actions that managers may take to improve their performance as well as that of their organizations.