Decision Making Infographic

In the future, experts expect organizations

to be even flatter and more organic.

Decision Making 2.0

Decisions Making

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In either case, this new

wave of structured

models necessitates

even greater

decision-making

autonomy.

Evolution Evolution Organizational Decision Makingthe of

fact: The word bureaucracy word is derived from the French word “bureau” meaning o�ce and the Greek word “kratos” meaning rule.

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Today, decisions are made at every level.

Beginning in the early late 80s to early 90s,

organizations began to flatten.

Everyone a Decision Maker

Employees are expected to make fast and accurate decisions and exercise greater organizational

judgment within the scope of their role.

The way organizations take action has evolved over the last hundred years or so. Trace the path of organizational decision

making from the 1900s to today and beyond.

Up to the 1980s, most large companies were

organized into what is called a traditional or

bureaucratic structure.

Top-Down Decision Making

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Employees were prevented from making many decisions due to high job specialization

and narrow spans of control.

Decision-making authority in this archetype

was typically vested in those who are highest in the

vertically structured hierarchy.

Decision making: the act of making a choice between two op-tions that is creative, innovative and focused on the future.

This structural shift distributed decision

making more widely and gave

leaders broader spans of

managerial control.

In existence since the 1970s, many organizations today

feature a matrix structure. Matrix reporting structures were

first developed by NASA and its suppliers.

Decisions In Every Direction

Decision making in a matrix happens up, down, and across.

Employees that are empowered to make decisions are more satisfied with their jobs and less likely to change companies.

Did you know?

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Did you know? There are three main types of workplace decisions: routine, adaptive, and innovative .

A well-functioning

matrix can create tremendous decision

e�ectiveness. However, it requires highly specialized

sta�s that are also very sophisticated, independent

decision makers.