TY - JOUR
AU - Jago, Arthur G.
AB -  Several scholarly disciplines share an interest in the decision-making process. On one hand, there are the related fields of operations research and wanagement science, both concerned with how to improve the decisions which are made. Their models of decision making, aimed at providing a rational basis for selecting among alternative courses of action, are termed normative or prescriptive models. On the other hand, there have been attempts by psychologists, sociologists, and political scientists to understand the decisions and choices that people do make. March and Simon [ 6 ] were among the first to suggest that an understanding of the decision-making process could be central to an understanding of the behavior of organizatidns-a point of view that was later amplified by Cyert and March [l] in their behavioral theory of the firm. In this tradition, the goal is understanding rather than improvement, and the models are descriptive rather than normative. Whether the models are normative or descriptive, the common ingredient is a conception of decision making as an information-processing activity, frequently one which takes place within a single manager. Both sets of models focus on the set of alternative decisions or problem solutions from which the choice is, 
TI - DECISION MAKING AS A SOCIAL PROCESS: NORMATIVE AND DESCRIPTIVE MODELS OF LEADER BEHAVIOR *
JF - Decision Sciences
DO - 10.1111/j.1540-5915.1974.tb00651.x
DA - 1974-10-01
UR - https://www.deepdyve.com/lp/wiley/decision-making-as-a-social-process-normative-and-descriptive-models-VWvZXjEygD
SP - 743
VL - 5
IS - 4
DP - DeepDyve
ER -