Improvisation, Training and Resources are Key for Decision Making in Unforeseen Situation: An Exploratory Study of Managers’ Decision-Making Process

Abstract

ABSTRACT Decision making under exigencies and extreme circumstances are faced by almost all firms, businesses and individuals. Smart organizations have a backup and contingency plan that is crafted for if the original plan fails to deliver. The beauty of improvisation is that it enables one to act on the spot, without any homework. The purpose of the study is to know how employees, managers and decisions makers react to challenging situations when the routine plan does not work, what is their reaction to uncertainties and if they deviate from standard operating procedures, what cost do they pay for it. Decision makers from organizations with different functions, objectives and goals were investigated. Interviews were conducted with the decision-makers and employees of diverse organizations. The data shows that improvisation, training and resources affect decision making process in unexpected situations.