on the individual members of an organization. Conversely, the leader who is com pletely relationships oriented will likely make decisions which, while they avoid organizational conflict development, will often immobilize the organization from an economic per spective. The most successful administrators and managers give consideration to both economic and social factors in decision making. The balance between these two sets of values will vary between groups, and will vary within groups over time. This balance depends upon the prevailing situation at any particular point in time. Much of the contemporary research in decision making theory and practice emphasizes the complex and often conflicting value structures which must be incorporated into
3decision making approaches (Cray, Mallory, Butler, Hickson, & Wilson, 1988).
The practice of group decision making in the United States is far from standard. Decision making practices range from the outmoded directive decision making behavior to a full embracing of the concept of participative decision making. The most effective decision making behavior for groups will include par ticipation by organizational subordinates in the process, while, at the same time, preserving the ultimate responsibility and authority of the leader.
In most organizations, it is a rare event for a single individual to complete an entire decision making process with out functioning at least part of the t
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