ituation in a particular way, then it is easy to make a decision that is consistent with past history. However, if an organization is very volatile and a historical pattern has not been established --or if the nature of the decision is such that actions are highly dependent on the factors known to only higher-level personnel in the organization--then the decision assumes major importance. He further adds that, where the human impact of a decision is great, its importance is great. This is particularly true when the decision involves many people.
             Paul C. Nutt (1989), states in his book, Making Tough Decisions, that, " the best that a decision maker can do is follow steps that's increase the prospects of understanding foreseeable risks and prepare for possible outcomes. Most decisions have uncertainty, ambiguity, and conflict. Uncertainty and ambiguity arises when key elements in a decision cannot be characterized. Conflict can stem from ambiguity, or it can result from the disagreements among key parties with stakes in the decision (Freeman, 1983).
             In the book called Decision making at the Top, Gordon Donaldson & Jay W. Lorsch (1983) state that, strategic decisions are not the product of simple economic logic alone. Because these decisions often depend on forecasts of the future events, they involve considerable uncertainty and ambiguity. Corporate leaders' desire to assure the survival of their company provides the driving force for their initiatives and strategic choices. James G. March (1994) has written in his book, A Primer on Decision making, that, Organizational decision making is a combination of talk and action. The making of concrete decisions in an organization is an exercise of practical, contextual judgment. Decision making normally presumes commitment, the willingness of decision-makers both to devote time and energy to deciding and to accept responsibility for the uncertain consequences of their actions.
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