After a thorough review of primary and secondary sources, their investigation revealed a difference between the decisions of budget cutback and information technology. Cost effectiveness was found to be an important criterion for making the decisions of budget cutback. These decisions took lesser time to be made and were quite volatile in their nature i.e. may alter with time. Here, number of participants was not affected by the content of decision. Contrary to this, cost effectiveness was found unimportant in the decisions of information technology, time consumed in decision making was longer and once made, decisions were generally permanent. This tells that the content of decision can have a great impact on the significance of various criteria, time consumed in the decision making process and the stability of decision. This finding contradicts the conventional understanding that cultivates in the minds of people regarding the factors that affect the process of decision making. In the conventional understanding, the process of decision making is only controlled by the contingencies originating in the environment and the organization. 2. In his research, Nutt (2005) compared the decision making in the public sector with that in the private sector with the help of an experiment. To achieve this, decision making in a business company was compared with that in a governmental agency that was supported with tax. Practices and preferences of mid level managers were captured with the simulation in the public and private sectors. Managers involved in the study were required by simulation to estimate the risks and opportunities of acquiring budgets for the two sectors. In order to design the budget that would be sufficient for an organization functioning in a public and private sector, a cognitive culture was used which placed emphasis on the estimation and bargaining. A controversial and otherwise amount of budget was used for both the cases. Results of their research suggested that managers in public sector make use of networking and bargaining while those in the private sector make use of estimation and assumption. These results were consistent with the hypothesis that public sector managers prefer group decision making whereas private sector managers believe in individualistic capabilities. The research concluded that managers go for budgets that suit their individualistic cognitive style. The difference in the support of budget decisions in the public and private sector managers essentially speaks of the work culture that dwells in the two types of settings. Most works in public sector are done through networking and bargaining, whereas in the private sector, one has to rely on one’s ability and assessment to make the rational decisions. 3. In his research, Al Yahya (2008) studied an integrative multiple links model among three traits, namely the sharing of power-influence in making the decisions, work-related outcomes (WRO) and culture of Saudi Arabian organizations belonging to the public sector. These conceptual associations have not been explored much in the public sector organizations conventionally. Traits of competence as knowledge, ability and skill are used effectively in the participative practices as shown by the model of structural equation. This influences individuals’ thoughts about WRO that include but are not limited to ...
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(“Literature Review Essay Example | Topics and Well Written Essays - 2500 words”, n.d.)
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(Literature Review Essay Example | Topics and Well Written Essays - 2500 Words)
“Literature Review Essay Example | Topics and Well Written Essays - 2500 Words”, n.d. https://studentshare.net/environmental-studies/33768-literature-review.