Peter E. Druker (1967), lists five elements of decision process in his book, The effective Executive:1) Clear realization that the problem is generic and can be solved only through a decis

The Company has an effective management development program for the entire organization. It is comprehensive and its part of basic personnel program for the whole company. It is well understood by everyone throughout the organization. It tracks managers' assignments, identify their development needs, and establish the career paths that will prepare them for higher responsibility. The board draws on information from the management development program to evaluate each manager in relation to the qualities that everyone has agreed are important for the president. As Paul Moody (1983) mentions in his book, Decision- Making, that, "given that a number of methods can be used to arrive at a decision, how can we determine which one to use at a particular time? Obviously, this problem relates to the importance of the decision. Hence a decision related either to the selection of an individual for a major management position or to a significant capital expenditure would require significant prior research."

* Consider the decision with an open mind. Is he really gathering information to help him make a smart decision, or is he just looking for evidence confirming what he think he would like to do?

In the Indian way of decision-making, the single most important element in solving such problems is defining the question. Because the Indian system is very time consuming and involves many participants (higher level managers) from various functions within the organization, the Indian system is suited to big decisions. A change is president is one of the most crucial events in the life of a company, and it is an event in which the board of directors plays a central decision - making role. Because the new president must be chosen soon, it was already too late to make an effective decision. The decision process will inevitably be marred by politics and compromises, resulting in a weaker organization and lower morale.

In the book called Decision making at the Top, Gordon Donaldson & Jay W. Lorsch (1983) state that, strategic decisions are not the product of simple economic logic alone. Because these decisions often depend on forecasts of the future events, they involve considerable uncertainty and ambiguity. Corporate leaders' desire to assure the survival of their company provides the driving force for their initiatives and strategic choices. James G. March (1994) has written in his book, A Primer on Decision making, that, Organizational decision making is a combination of talk and action. The making of concrete decisions in an organization is an exercise of practical, contextual judgment. Decision making normally presumes commitment, the willingness of decision-makers both to devote time and energy to deciding and to accept responsibility for the uncertain consequences of their actions.

Paul C. Nutt (1989), states in his book, Making Tough Decisions, that, " the best that a decision maker can do is follow steps that’s increase the prospects of understanding foreseeable risks and prepare for possible outcomes. Most dec

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