he process, while, at the same time, preserving the ultimate responsibility and authority of the leader. Skjei (1993, p. 47) defined the basic decision making model as being of "two parts: a core group at the center, invested by the rules with formal authority to legitimize decisions . . . and a constellation of satellite groups seeking to influence the core group." Group decision making may be applied in either part of the model.
In most organizations, it is a rare event for a single individual to complete an entire decision making process without functioning at least part of the time as a member of a group (Sisk, 1992, p. 422). Group participation in an organizational decision making process assumes even greater significance, when it is considered that the effective execution of an organizational decision requires a commitment on the part of many people. Commitment will be both stronger and more easily developed, if those individual
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