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This 5-page paper discusses the dynamics of the rational decision-making model, its pros and cons, and how useful it might be to an organization. Bibliography lists 1 source.
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5 pages (~225 words per page)
File: D0_MTratideci.rtf
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model to use in his/her current organization. As no information about a specific organization was provided, well offer a generic overview of the model, and determine how it works in
the typical hierarchical organizational. But before describing how the rational model of decision-making fits into our figurative organization, it would first be
helpful to know what, exactly, it is. The rational decision-making model assumes one best outcome from input of multiple data. It involves
a cognitive and thoughtful process in which steps follow a logical order from the one before (McDermott, 2009). In this case, "cognitive" means based on thinking a step through and
weighing the pros and cons before moving on to come up with the best result for a problem (McDermott, 2009). Typically, there
are five to six steps in a rational decision-making model. These include defining the situation and understanding the decision that needs to be made, understanding the criteria and information necessary
for the process and the result, consideration of all possible solutions, determining and calculating the consequences of the solutions in conjunction with satisfying the criteria and then choosing the best
option for the situation (McDermott, 2009). Visually, the rational decision-making model typically is made up of flow charts or matrixes called
decision matrixes, Pugh matrix, decision grid, selection matrix, criteria rating form and so on (McDermott, 2009). Anything that can put options out in an organized form, and that allows the
user to evaluate them is a handy tool for this particular model. As with any model, there are pros and cons to
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