000			01597cam a2200229 4500500
005			20250119112415.0
041			_afre
042			_adc
100	1	0	_aLemoine, Claude _eauthor
245	0	0	_aDecision-Making and Non-Decision Making in Organizations
260			_c2014.
500			_a48
520			_aAfter showing that the possibility of deciding is not the sole preserve of company managers, but is rather a matter of limited autonomy and rationality, the author examines forms of decision-making in relation to styles of organization according to the Focus model, and in relation to types of authority according to the Lewin model. The fact that decisions are difficult operations leads to the identification of organizational strategies that avoid direct decisions, or at least, protect decision-makers. Procrastination, or the putting off of decisions, indecision, non-decision-making, the use of intermediate means such as automatic computerized systems, and particularly, bringing in outside expertise or consulting firms, are all methods for overcoming the difficulty of decision-making. In conclusion, it is shown that organizational logic does not follow mathematical logic, and that training in decision-making is desirable.
690			_aorganisational logic
690			_aavoidance
690			_arisk
690			_aindecision
690			_aDecision-making
690			_astyle of organisation
786	0		_nConnexions | o 101 | 1 | 2014-07-09 | p. 19-30 | 0337-3126
856	4	1	_uhttps://shs.cairn.info/journal-connexions-2014-1-page-19?lang=en&redirect-ssocas=7080
999			_c414187 _d414187