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In the future, experts expect organizations
to be even flatter and more organic.
Decision Making 2.0
Decisions Making
CEO
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.
Decisions Making
CEO
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
Decisions Making
CEO
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?
Decisions Making
CEO
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.