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Decision-making plays a vital role in business. Yet as a trait, it is often overlooked when identifying, assessing, onboarding and empowering leadership talent. This study, therefore, aims to focus on the dimensions of organisational decision-making and investigate whether it should be an integral factor in the hiring process. The survey also looks at the relationships between decision-making and executive leadership, talent strategy and employee satisfaction. Could good decision-making as a trait be a factor when it comes to retention, improving organisational thinking and thriving leadership?

A quantitative and qualitative survey was commissioned and conducted by FT Longitude, part of the Financial Times Group. This included a questionnaire sent out to 400 senior executives at C-suite, C-1 and C-2 levels. The respondents were from companies with more than 1,000 employees in 13 industries and from five countries across the Americas, Europe and Asia-Pacific. This was also accompanied by in-depth interviews with three experts from both the public and private sector.

Almost two-thirds (63%) of senior executives have resigned or considered resigning due to frustration with organisational decision-making, while 29% have considered quitting because they were frustrated with the way a company makes decisions. More than a third (34%) resigned for this reason. Yet, a quarter of senior executives say that their decision-making experience was not explicitly discussed before starting their job. Senior executives who were asked about decision-making in interviews were 1.4 times more likely to be satisfied with their jobs. The ability to make decisions should therefore play a central role in hiring senior executives.

Decision-making as a trait has been neglected when hiring executives. For the first time, this research shows how significant it is for leadership teams. If senior executives are to improve organisational decision-making, this trait needs codifying in HR processes. This has led Kingsley Gate to embed it in recruitment profiling.

Takes the view that managerial decisions are made in a diversity of organizational settings which can best be explained and evaluated in the context of conceptual interdisciplinary decision‐making models, and that such models constitute an appropriate vehicle for explaining the eclectic aspects of managerial decision making in all types of formal organization. Presents a typology of conceptual decision‐making models and evaluates their similarities and differences along with their respective efficacies in various managerial decision‐making contexts. Advances the process model of managerial decision making as the ideal choice for decisions which have significant long‐term consequences for the whole organization.

This article reports a study on the relationship between organizational climate and one aspect of school based curriculum development, namely, who makes the curriculum decisions and how. In a systematically selected sample of 20 primary schools in N.S.W., two questionnaire were administered: the Organizational Climate Description Questionnaire (OCDQ) to measure organizational climate, and the Curriculum Decision Making Questionnaire (CDMQ) to determine who makes the curriculum decisions and how. The results indicated a highly significant relationship between the organizational climate factor of principal supportiveness, and curriculum decision making by a group of staff, with group decision making more likely to occur when the principal was supportive. Conversely, there was less likelihood of curriculum decision making by the class teacher acting alone, when the principal was supportive.

Examines some of the theoretical models of human decision making derived from the field of psychology and considers some of the important issues this raises for training in decision making. Discusses a small selection of results from a fieldwork investigation, which examines hotel managers′ cognitive decision‐making processes. Ends with a discussion of possible suggestions for training in decision making which utilize psychological theories.

The purpose of this paper is to present a conceptual framework for merging the strategic management process, the managerial decision‐making process and the six‐sigma process into a single, unified decision model.

The methodology involves each of the three decision‐making processes, noting their similarities and differences, and arguing from the similarities that a single unified model will result in superior decisions.

The findings were that a single, unified model is possible and the resulting model is presented in the paper.

Since this research results in a conceptual model only, it remains to be tested in actual practice. This testing is intended for a later paper.

If the testing of the model in practice results in superior decisions, the practical implications of the paper would be use of the Friday‐Stroud/Sutterfield model in practice for better management decisions.

The paper presents an original model, which results from merging the three‐decision‐making process.

Reports a study of the use of information for decision making by administrative staff at the Delta State University, Abraka, Nigeria. It explores the working experience of the respondents, sources of information for official decision making, areas of decisional information use, frequency of utilisation of adequate and relevant information for decision making, and problems encountered by the administrators while seeking information for making decisions. Concludes with recommendations which could help administrative staff improve their use of information for decision making.

The purpose of this paper is to discuss some of the primary factors that inhibit efficient decision-making in teams and propose some methods to help facilitate the process more effectively. Teams often have a difficult time navigating the decision-making process. Even with a well-defined process, decision-making can be derailed by failing to set and maintain priorities or by ineffectively evaluating the significance of individual decisions that need to be made within the larger project scope.

This article reviews some of the applicable literature related to decision-making and synthesizes it into an approach that can be used by teams to facilitate their decision-making processes.

There are three major impediments to efficient and effective decision-making in teams. Using methods for diagnosing and triaging the nature of decisions, teams can become more effective and efficient in their decision-making processes.

This article synthesizes a number of strands of research from various subdisciplines in management to develop an approach that can be used by project teams to more effectively facilitate their decision-making processes.

Reports the results of a field study on managerial decision making and competence utilization in Chinese enterprises. The results showed that the participative decision making had positive effects on both morale and decision quality and that the decision skill utilization had a very close relationship with job satisfaction. It also demonstrated that the measure of influence/power‐sharing was an appropriate indicator for decision‐making patterns in the Chinese circumstances. Discusses implications of the results and proposes a process model of managerial decision making.

The aim of this paper is to present the necessity for practical wisdom in the managerial decision making process and its role in such a process. The paper seeks to contrast the position with two conventional approaches based on maximizing and satisficing behaviors respectively.

Following Aristotle and Thomas Aquinas it is argued that a correct decision should consider an “integral rationality” which includes not only “instrumental rationality” but also “practical rationality”. The latter permits the evaluation of both means and ends from the perspective of human good. Practical wisdom helps the decision maker to determine how a decision will contribute to the human good in each particular situation.

Maximizing and satisficing behaviors are based on the facts‐values dichotomy, which separates business and ethics and presents a rationalistic and incomplete view of the reality. The alternative presented here sees the decision as a whole, and this is a more comprehensive understanding of the reality. Ethics is better integrated into the decision making process, since it is an intrinsic part of such a process, not an extrinsic addition.

Every decision has an ethical dimension, which should be considered by managers for making good decisions. Practical wisdom is essential in perceiving such a dimension and in making sound moral judgments in the making of decisions. Managers do not need only skills for making correct decisions, but practical wisdom and moral virtues, too.

The approach presented in the paper defeats the conventional but narrow views of managerial decision making based on maximizing behavior or on satisficing behavior and introduces the categories of good and evil as the main driver for managerial decision making.

In language that the practising manager can use, findings from several years of important research on managerial decision making are summarised. Four major traps of faulty decision making are identified and managers are shown how to avoid these traps and to improve their decision‐making skills.