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In psychology, decision-making (also spelled decision making and decisionmaking) is regarded as the cognitive process resulting in the selection of a belief or a course of action among several possible alternative options. It could be either rational or irrational. The decision-making process is a reasoning process based on assumptions of ...
Vroom–Yetton decision model. The Vroom–Yetton contingency model is a situational leadership theory of industrial and organizational psychology developed by Victor Vroom, in collaboration with Philip Yetton (1973) and later with Arthur Jago (1988). The situational theory argues the best style of leadership is contingent to the situation.
Application. Vroom’s normative model of decision-making has been used in a wide array of organizational settings to help leaders select the best decision-making style and also to describe the behaviours of leaders and group members. [4] Further, Vroom’s model has been applied to research in the areas of gender and leadership style, [5] and ...
Decision Model and Notation. In business analysis, the Decision Model and Notation (DMN) is a standard published by the Object Management Group. [1] It is a standard approach for describing and modeling repeatable decisions within organizations to ensure that decision models are interchangeable across organizations.
Decisional balance sheet. A decisional balance sheet or decision balance sheet is a tabular method for representing the pros and cons of different choices and for helping someone decide what to do in a certain circumstance. It is often used in working with ambivalence in people who are engaged in behaviours that are harmful to their health (for ...
The Multifactor Leadership Questionnaire (MLQ) is a psychological inventory consisting of 36 items pertaining to leadership styles and 9 items pertaining to leadership outcomes. [1] The MLQ was constructed by Bruce J. Avolio and Bernard M. Bass with the goal to assess a full range of leadership styles. [2][3] The MLQ is composed of 9 scales ...
Naturalistic decision-making. The naturalistic decision making (NDM) framework emerged as a means of studying how people make decisions and perform cognitively complex functions in demanding, real-world situations. These include situations marked by limited time, uncertainty, high stakes, team and organizational constraints, unstable conditions ...
Knowledge-Based Decision-Making (KBDM) in management is a decision-making process [2] that uses predetermined criteria to measure and ensure the optimal outcome for a specific topic. KBDM is used to make decisions by establishing a thought process and reasoning behind a decision. [3] It gathers vital background essentials [4] to collectively ...