ned 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 4without functioning at least part of the time as a member of a group (Sisk, 1987). Group participation in an organizational decision making process assumes even greater significance, when it is considered that the effective execution of an organiza tional decision requires a commitment on the part of many peo ple. Commitment will be both stronger and more easily devel oped, if those individuals of whom it is required are partici pants in the decision making process (Sisk, 1987).
There are, however, both advantages and disadvantages associated with group decision making. A significant advantage to
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