Essays on Decision-Making Processes - Abudhabi Executive Council Research Paper

Download full paperFile format: .doc, available for editing

The paper "Decision-Making Processes - Abudhabi Executive Council" is a perfect example of a management research paper. During recent years, Abu Dhabi, one of the seven emirates in the United Arab Emirates, has seen rapid advancements in information technology and intensified globalisation. The cumulative changes today present a forceful country with a continuously increasing population, social consumption, inflation, as well as limited resources. This also presents a rapidly changing business environment, where Abu Dhabi’ s decision-making organ must contend with multiple decisions each day. Currently, the Abu Dhabi Executive Council, which is the Emirate of Abu Dhabi’ s local decision-making organ that helps the Ruler in carrying out his duties and responsibilities.

The Council also conducts meetings regularly in the Emirate of Abu Dhabi to deliberate on issues referred to it by the emirate’ s departments and local authorities regarding the developments in the government-funded projects and improving governmental performance. The decision-makers at Abu Dhabi consist of chairpersons of the local government authorities and departments, in addition to a set of members Ruler, appoint. As Stephenson (2012) notes, they are often compelled to make decisions despite their unwillingness to do so, or based on undue influences such as corruption.

Mansour (2010) notes that decision-making is unavoidable, as explicitly avoiding making a decision also amounts to actually making a decision. Stephenson (2012) also remarks that making many fast decisions on many bizarre and unusual dilemmas introduces a new aspect into management, which forces the Abu Dhabi Executive Council’ s members to be anxious about making decisions in the already capricious environment to make more decisions more rapidly. Stephenson (2012) concludes that the most difficult part when it comes to managing an organization in the present-day business environment is making the right decisions. The administrators at the Abu Dhabi Executive Council dedicate significant efforts to making the right decisions for the decision-making.

On the other hand, some practitioners and theorists view decision-making to be at the core of administrative function. The modern-day administrators, as a result, have to identify their duty to study and radically improve their understanding of the decision-making processes, in addition to the associated theories and approaches, techniques, as well as advance their personal decision skills.

References

Abraham, G 2006, “Strategic alignment,” Leadership Excellence, vol. 23, no. 8, p. 1.

Ahmed, A & Bwisa, H 2014, "Strategic Decision Making: Process, Models, and Theories," Business Management and Strategy, Vol. 5, No. 1, pp.80-104

Ahmed, A 2014, "Strategic decision making: process, models, and theories," Business Management and Strategy, vol 5 no 1, pp.78-104

Ahmed, M & Omutunde, H 2012, "Theories And Strategies of Good Decision Making," International Journal Of Scientific & Technology Research, vol 1 iss 10, pp.51-54

Al-Tarawneh, H 2012, "The Main Factors beyond Decision Making," Journal of Management Research, vol 4 no 1, pp.1-23

Baki, R 2004, "Gender-Segregated Education in Saudi Arabia: Its Impact on Social Norms and the Saudi Labor Market," Education Policy Analysis Archives vol 12 no 28, p.1-12

Bazeley, P 2004, "Issues in Mixing Qualitative and Quantitative Approaches to Research," 1st International Conference - Qualitative Research in Marketing and Management University of Economics and Business Administration, Vienna 10th April, 2002

Bazoobandi, S 2013, The Political Economy of the Gulf Sovereign Wealth Funds: A Case Study of Iran, Kuwait, Saudi Arabia and the United Arab Emirate, Routledge, New York

Beach, L & Connolly, T 2005, The psychology of decision making: people in organizations, 2nd edn, Sage Publications Ltd., London

Bolfíkova, E, Hrehova, D & Frenova, J 2010, "Manager’s decision-making in organizations – empirical analysis of bureaucratic vs. learning approach," Preliminary Communication, vol 28 no 1, pp.135-163

Brafman, O & Brafman, R 2008, Sway: the irresistible pull of irrational behaviour, Random House, New York.

Chapman, J 2006, “Anxiety and defective decision making: an elaboration of the groupthink model,” Management Decision, vol. 44, no. 10, pp. 1391 - 404.

Creswell, J, Fetters, M & Ivankova, N 2004, "Designing A Mixed Methods Study In Primary Care," Annals of Family Medicine vol 2 no 1, pp.6-12

Dornyei, Z 2007, Research Methods in Applied Linguistics: Quantitative, Qualitative, and Mixed Methodologies, Oxford University Press, Oxford

Dye, R, Sibony, O & Truong, V 2008, “McKinsey global survey results: flaws in strategic decision making,” McKinsey Quarterly, pp. 1-6.

Esch, P & Esch, L 2013, "Justification of a Qualitative Methodology to Investigate the Emerging Concept: The Dimensions of Religion as Underpinning Constructs for Mass Media Social Marketing Campaigns," Journal of Business Theory and Practice vol 1 no 2, pp.214-243

Friga, P & Chapas, R 2008, “Make better business decisions,” Research Technology Management, vol. 51, no. 4, pp. 8-16

Gilbert, N 2008, Researching Social Life, Sage Publications, New York

Hall, K 2007, “Looking beneath the surface: the impact of psychology on corporate decision making,” Managerial Law, vol. 49, no. 3

Hampton, L & shull, F 1973, "Contemporary Approach to Administrative Decision-Making," Journal of Extensions: Summer, vol 1 no 1, pp.17-27

Harris, L & Brown, G 2010, "Mixing interview and questionnaire methods: Practical problems in aligning data," Practical Assessment, Research & Evaluation, vol 15 no 1, pp.1 19

Heyvaert, M, Hannes, K, Maes, B & Onghena, P 2013,"Critical Appraisal of Mixed Methods Studies," Journal of Mixed Methods Research vol 20 no 10, pp.1-26

Hudson, A & Abdelrehiem, M 2015, UAE says no to corruption, viewed 4 March 2016,

Kadhim, A 2013, Governance in the Middle East and North Africa: A Handbook, Routledge, New York

Kaplan, R & Norton, D 2004, “The strategy map: guide to aligning intangible assets,” Strategy & Leadership, vol. 35, no. 2, pp. 10-7

Little, M & Fahey, L 2006, “The model for integrating strategy and intelligence: the Executive Intelligence Officer,” Strategy & Leadership, vol. 34, no. 6, pp. 4- 10.

Mack, L 2010, "The Philosophical Underpinnings of Educational Research," Polyglossia,vol 19, pp.5-10

Mansour, A 2010, "United Arab Emirates federal budgetary process: The decision-making styles," Journal of public budgeting, accounting & financial management, vol 22 no3, 343-375

Michel, L 2007, 'Understanding decision making in organizations to focus its practices where it matters', Measuring Business Excellence, vol. 11, no. 1, pp. 33-45

Miles, M, Huberman, M & Saldana, J 1994, Qualitative Data Analysis, Sage Publications, London

Miller, C 2008, 'Decisional comprehensiveness and firm performance: towards a more complete understanding', Journal of Behavioral Decision Making, vol. 21, no. 5, pp. 598-620

Nitisha, A 2015, "Decision-Making Theory: Definition, Nature and Theories," Political Science Notes, viewed 3 March 2016,

Nutt, P 2007, “Intelligence gathering for decision making,” Omega, vol. 35, no. 5, pp. 604-22

Onwuegbuzie, A, Leech, N & Collins, K 2012, "Qualitative Analysis Techniques for the Review of the Literature," The Qualitative Report vol 17 np 56, pp.1-28

Parnell, G, Bresnick, T, Tani, S & 2013, Johnson, E Handbook of Decision Analysis, John Wiley & Sons Publication, New Jersey

Rausch, E 2007, 'The critical need for coverage of quality decision making in professional and management education', Journal of Enterprise Information Management, vol. 20, no. 1, pp. 9-13

Rowland, B 2005, "Grounded in Practice: Using Interpretive Research to Build Theory,” Electronic Journal of Business Research Methods vol 3 no1, pp.81-92

Singh, R & Schick, A 2007, “Organizational behavior: where does it fit in today's management curriculum?” Journal of Education for Business, vol. 82, no. 6, pp. 349-56

Srivastava, P & Hopwood, N 2009, "A Practical Iterative Framework for Qualitative Data Analysis," International Journal of Qualitative Methods vol 8 no 1, pp76-81

Stephenson, CB 2012, What causes top management teams to make poor strategic decisions?, DBA thesis, Southern Cross University, Lismore, NSW

UAE Interact 2015, Political System, viewed 3 March 2016,

Download full paperFile format: .doc, available for editing
Contact Us