Tuesday, September 24, 2013

This is a summary of an article on Networks changing the decision making process

In this brief article about how electronic networks travel decision-making processes, the seed covers many of the critical thinking elements. Mr. Robert Barner immediately states his sensing of the electromotive force changes caused by the introduction of networks in an organization. He believes that several(prenominal) things volition happen as a result; employees plenty to a great extent tardily communicate with senior(a) managers; employees leave olfaction as if they be more a part of the team; and decision-making processes will become faster in order to keep up with the speed of communication; and unexampled approaches essential be highly-developed for group decision-making. The above statements argon assumptions based on the authors perception. every of the situations atomic number 18 possible, but are not necessarily the net outcome of the networking influences. However, Mr. Barner effectively argues his human face as to why these outcomes are the most pro bable. For example, he references search that supports his idea that new approaches moldiness be created for group decision-making in the face of networking. By references a third party, this lends credibility to his assumption. When discussing the need for speed in relation to decision-making, the author calls upon the emotions of his readers by describing a situation where workers must perform under greater pressure. Most people, if not everyone, faeces relate to work related to pressure. Therefore, they can more easily comprehend his argument and reserve with his point of view. As the author, Mr. Barner does an sensitive job of presenting the strengths and challenges of his arguments. He does not abandon that networking will kick in serious implications on organizational decision-making.
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