Most government organizations either do not have a model for the decision-making system in the organization or the designed model has not been adjusted due to political, social and cultural changes. Therefore, most organizations are based on trial and error or based on
More
Most government organizations either do not have a model for the decision-making system in the organization or the designed model has not been adjusted due to political, social and cultural changes. Therefore, most organizations are based on trial and error or based on the individual perspective of managers. This has made the success and failure of government organizations highly dependent on the individual tastes of managers. This issue has been considered as one of the issues determining the success of government organizations and due to lack of full attention to it or lack of comprehensive studies in this field, it has not been possible to achieve organizational goals. Therefore, the aim of this study is to provide a model for explaining the decision-making system in state organizations. Given the qualitative nature of the study, after library research and reviewing the related literature, in-depth interviews with experts are conducted. The outcomes are analyzed in the light of the Delphi method. In first, 93 indicators identified to explaining the decision-making system. After checking the indicators by experts, only 76 indicators were verified. According to the results of this research model, it was found that the most important components in managers' decision-making were, respectively, the priorities of "correct definition of the proble", "high motivation and self-confidence", "personal knowledge and experience", "effective scheduling mechanisms, timely design and implementation of decisions," and "experimental execution of decisions before final implementation of decisions".
Manuscript profile
