« 58 DEOISION- MAKING: PROCESS AND ) TECHNIQUE bjectives, According to Fted Luthans, “Mean-enid isthe most often used definition rationality in decision-making, [fappropriate means are chosen to reach desired ends, y decision is said to be national, OF course, this is the result of the application of reasonin intelligence, good sense and judgement. In other words, reasoning is the proper choj of the means to the proper goals.” The end-mens approach to rationality is faced with certain, problems. Firs the ends to beattained are often incompletely orincorrectly stated. Secondly, in actu ‘practice, means cannot be separated completely from ends. Thindpj the means en serminology obscures the role ofthe time-element in decision-making. ‘Types of Rationality : eas a Simon has identified six models of seo to descril decisionmakers.A- decision is : _ given subject. i) Consciously rasionalif the adjustment of means (ie) Deliberately rational the degree that ane anes toends h. _.. been delibérately soughr by the individual or organisation. — - (0) Organisasionaly rational to the extent it is directed towards . realisation of the organisational goals. (vi) Personality rational, if directed to the realisation of individual goals. the optimum the following assumptions: (3) The decision-1 maker i ieends 0, acini economic c gains. (i) He is fully objective and rational uninfluenced by emotions. =~ (iid) “He can identify the problem elearly and precisely.” f°) 9 ah (vi) He has full information about various alternatives and is able to them intelligently to find out which alternative isthe best (v) FleTas complete freedom vo choose the best alert The rational economic Aernio modells preterit prescriptive and Mipidingh how decision-makers should behave. Buc perfect rationally is a norm which canbe aimed at butthotattained In calif the decision-maker cannot completely rational due to severaleonstraints. “The decision-making behaviours contingent upon personal and environmental factors Thus, managers may not be rational decision-makers n real life situations,of Decision-making (Principie of Bou inking. A manager wl i Zeon who depends much upon logical thinking is more oD ed the ‘principle of bounded rationality » jimion em} decision not only br absoTarcly Logical analysis of facts but rem and way of thinking, which are subjective ia oi : d Rationality. Herbert Simon of administrative man des ] behaviour of in “a actual practice. It recognises that make perfectly rational decisions duc to the following constraints does not study and analyse che problem fully because of ferent attitude, ete K : Tnterprets the organisational goals in his own way. He s Ueso eect ‘ ise of action which according to him will meet the “not search for the bese solution, but for ‘good crate q words, he aims at ‘satisfactory rather than “optirm | 2a .gsituarion may involve multiple goals al of which cant Further, these aay be of conflicting s of decion is dependene upon ensronmental ACOs ‘the control of decision-makers. Thus, the con: s optimal) decisions which are sa ry for 1s which are good enough and do.not make that aman cannot be ‘of the consequences chat will follow Rationality further tequires a choice among has his limitations. He may not be able en, decision-making relates to future which yy norbeable to imagine objectively because, |