TITLE

FUNDAMENTALS OF THE MANAGERIAL DECISION-MAKING PROCESS

AUTHOR(S)
Cifuentes, Carlos Llano
PUB. DATE
June 1972
SOURCE
International Studies of Management & Organization;Summer72, Vol. 2 Issue 2, p213
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
This article presents a reprint of the paper "Analisis fundamentales sobre la decision directiva." In this paper, the author discusses the fundamentals of the managerial decision-making process. Many management theories are based on an impossible pretense, namely, that the act of decision must be free of all subjective assessments and limited to an objective and impersonal attitude. This pretense confuses two acts that intervene in managerial actions, each one with its own nature and particular laws: knowing and deciding. A manager must have a different attitude when facing each one of these acts. The act of knowing must be basically regulated by fidelity to what is real, while deciding must be concerned with fidelity to the personal self of he who decides. This is, precisely, one of the more radical difficulties inherent in managerial action: One must be objective while appraising reality, but one cannot be objective when deciding to change it. The election of an alternative for action springs from the knowledge one has about a reality that must be acted upon, but it also derives from a self that pursues a goal in that reality. In the decision referring to the goal to be attained, the subjectivity of whoever decides must necessarily intervene, and the decision process involves both personal values and expectations.
ACCESSION #
5812916

 

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