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Collective decisions

In: Successful Decision-making

Author

Listed:
  • Rudolf Grünig

    (Université de Fribourg LS für Unternehmensführung)

  • Richard Kühn

    (Universitét Bern Fak. Rechts-/Wirtschaftswissenschaften Inst. Marketing/Unternehmungsführung)

Abstract

Under the heading of collective decisions we may find a variety of very different phenomena. Following Brauchlin (1990, p. 250 ff.) and von Nitzsch (2002, p. 61), collective decisions can be classified according to three dimensions, which are presented in Figure 12.1. The illustration shows in bold type the three characteristics of the type of collective decision which we focus on in this chapter: In business, a decision is considered a collective decision if it involves a group of between three and around twenty people. The groups are formally established committees or working groups to which tasks are assigned and whose areas of authority and responsibility are well defined. The range of such groups is very wide, including boards, top management teams, divisional management teams, project steering groups and special committees. It is axiomatic that the goal systems of the group members should be aligned in regard to the essential points. However, it would not be realistic to imagine that all group members have an identical view of the targets. We must recognize differences, both in individual goals and in the interpretation of goals.

Suggested Citation

  • Rudolf Grünig & Richard Kühn, 2009. "Collective decisions," Springer Books, in: Successful Decision-making, chapter 12, pages 197-218, Springer.
    • Handle: RePEc:spr:sprchp:978-3-642-00854-2_13
    DOI: 10.1007/978-3-642-00854-2_13
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