In a theoretical model of decision

In a theoretical model of decision making, a decision is defined as the process of
selecting one option from among a group of options for implementation. 4A Decisions are
formed by a decision maker, the one who actually chooses the final option, in conjunction
with a decision unit, all of those in the organization around the decision maker who take
part in the process. 4B In this theoretical model, the members of the decision unit react
to an unidentified problem by studying the problem, determining the objectives of the
organization, formulating options, evaluating the strengths and weaknesses of each of the
options, and reaching a conclusion. 4C Many different factors can have an effect on the
decision, including the nature of the problem itself, external forces exerting an influence
on the organization, the internal dynamics of the decision unit, and the personality of the
decision maker. 4D
During recent years, decision making has been studied systematically by drawing
from such diverse areas of study as psychology, sociology, business, government, history,
mathematics, and statistics. Analyses of decisions often emphasize one of three principal
conceptual perspectives (though often the approach that is actually employed is somewhat
eclectic).
In the oldest of the three approaches, decisions are made by a rational actor, who
makes a particular decision directly and purposefully in response to a specific threat from
the external environment. It is assumed that this rational actor has clear objectives in mind,
develops numerous reasonable options, considers the advantages and disadvantages of
each option carefully, chooses the best option after careful analysis, and then proceeds
to implement it fully. A variation of the rational actor model is a decision maker who is a
satisfier, one who selects the first satisfactory option rather than continuing the decisionmaking
process until the optimal decision has been reached.
A second perspective places an emphasis on the impact of routines on decisions
within organizations. It demonstrates how organizational structures and routines such as
standard operating procedures tend to limit the decision-making process in a variety of
ways, perhaps by restricting the information available to the decision unit, by restricting the
breadth of options among which the decision unit may choose, or by inhibiting the ability of
the organization to implement the decision quickly and effectively once it has been taken.
Pre-planned routines and standard operating procedures are essential to coordinate the
efforts of large numbers of people in massive organizations. However, these same routines
and procedures can also have an inhibiting effect on the ability of the organization to arrive
at optimal decisions and implement them efficiently. In this sort of decision-making process,
organizations tend to take not the optimal decision but the decision that best fits within the
permitted operating parameters outlined by the organization.
A third conceptual perspective emphasizes the internal dynamics of the decision unit
and the extent to which decisions are based on political forces within the organization. This
perspective demonstrates how bargaining among individuals who have different interests
and motives and varying levels of power in the decision unit leads to eventual compromise
that is not the preferred choice of any of the members of the decision unit.
Each of these three perspectives on the decision-making process demonstrates a
different point of view on decision making, a different lens through which the decisionmaking
process can be observed. It is safe to say that decision making in most
organizations shows marked influences from each perspective; i.e., an organization strives
to get as close as possible to the rational model in its decisions, yet the internal routines
and dynamics of the organization come into play in the decision.

Kết quả (Việt) 1:

Trong một mô hình lý thuyết của quyết định, quyết định được định nghĩa là quá trìnhchọn một tùy chọn từ một nhóm các tùy chọn để thực hiện. Quyết định 4Ađược thành lập bởi một nhà sản xuất quyết định, một trong những người thực sự có thể lựa chọn các tùy chọn cuối cùng, kết hợpvới một đơn vị quyết định, tất cả những người trong tổ chức xung quanh các nhà sản xuất quyết định người đilà một phần trong tiến trình. 4B trong mô hình lý thuyết này, các thành viên của các đơn vị quyết định phản ứngmột vấn đề không rõ nguồn gốc bằng cách nghiên cứu các vấn đề, xác định các mục tiêu của cáctổ chức, xây dựng các tùy chọn, đánh giá những điểm mạnh và điểm yếu của mỗi người trong số cáctùy chọn, và đạt đến một kết luận. 4 c nhiều yếu tố khác nhau có thể có hiệu lực cácquyết định, bao gồm cả bản chất của vấn đề chính nó, bên ngoài các lực lượng nỗ một ảnh hưởngtổ chức, các động thái nội bộ của đơn vị quyết định, và cá tính của cácra quyết định. 4D Trong thời gian gần đây, quyết định đã được nghiên cứu có hệ thống bằng cách vẽtừ các lĩnh vực khác nhau của nghiên cứu như tâm lý học, xã hội học, kinh doanh, chính phủ, lịch sử,toán học và thống kê. Phân tích của các quyết định thường nhấn mạnh một trong ba chínhkhái niệm quan điểm (mặc dù thường là phương pháp mà thực sự làm việc là một chútEclectic). Trong những lâu đời nhất của ba phương pháp, quyết định được thực hiện bởi một diễn viên hợp lý, những ngườilàm cho một quyết định cụ thể trực tiếp và mục đích để đáp ứng với một mối đe dọa cụ thể từthe external environment. It is assumed that this rational actor has clear objectives in mind,develops numerous reasonable options, considers the advantages and disadvantages ofeach option carefully, chooses the best option after careful analysis, and then proceedsto implement it fully. A variation of the rational actor model is a decision maker who is asatisfier, one who selects the first satisfactory option rather than continuing the decisionmakingprocess until the optimal decision has been reached. A second perspective places an emphasis on the impact of routines on decisionswithin organizations. It demonstrates how organizational structures and routines such asstandard operating procedures tend to limit the decision-making process in a variety ofways, perhaps by restricting the information available to the decision unit, by restricting thebreadth of options among which the decision unit may choose, or by inhibiting the ability ofthe organization to implement the decision quickly and effectively once it has been taken.Pre-planned routines and standard operating procedures are essential to coordinate theefforts of large numbers of people in massive organizations. However, these same routinesand procedures can also have an inhibiting effect on the ability of the organization to arriveat optimal decisions and implement them efficiently. In this sort of decision-making process,organizations tend to take not the optimal decision but the decision that best fits within thepermitted operating parameters outlined by the organization. A third conceptual perspective emphasizes the internal dynamics of the decision unitand the extent to which decisions are based on political forces within the organization. Thisperspective demonstrates how bargaining among individuals who have different interestsand motives and varying levels of power in the decision unit leads to eventual compromisethat is not the preferred choice of any of the members of the decision unit. Each of these three perspectives on the decision-making process demonstrates adifferent point of view on decision making, a different lens through which the decisionmakingprocess can be observed. It is safe to say that decision making in mostorganizations shows marked influences from each perspective; i.e., an organization strivesto get as close as possible to the rational model in its decisions, yet the internal routinesand dynamics of the organization come into play in the decision.