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1.1 Background of the Study


Decision making by organizational managers in a global market is strategic for the existence and sustainability of the organization. It is an essential component of management and one of the defining traits of leadership (Dervishi & Kadriu, 2014). In today’s business world, few managers make decisions based on well-considered calculations, whether the decision circumstance is personal or professional.

also disregard normative rules while making dangerous decisions, and they frequently make decisions based on intuition or “a feeling” that appears correct (Riabacke, 2006). This is incorrect to say that making a good selection ensures a favorable outcome in a global market. Decision making is always at the heart of any organization. Many management researchers feel that decision making is one of the most important aspects of any organization’s management (Alqarni, 2003).

Similarly, Jones (2005) argued that decision-making and decision-making procedures are essential to all leadership and management processes. In the sphere of management, Drucker (with Maciariello, 2008) has identified decision making as the most important ability for managers to understand and master.

In a variety of areas, organizational performance as a construct suffers from conceptual clarity issues. The first area is the construct’s definition. The term performance is frequently used in a broad sense to describe everything from efficacy and effectiveness to improvement. An acceptable description, or in this case, a number of comparable but distinct definitions, practitioners use the phrase to define a variety of measurements such as imputation efficiency, output efficiency, and earn global shortfall (Stanncck, 1996).

The achievement standard of accuracy, completeness, cost, and speed is related to performance. Performance appears to be the completion of an obligation in such a way that the performer is released from all liabilities under the contract. Organizational performance is thus a measure of how well we achieve relevant goals.

This means that organizations must be appropriately evaluated in terms of productivity, decision-making skills, and absolute commitment to their jobs in order for the organization to reach its projected goals (s).

1.2 Problem Statement

The question of whether decision making exists in the Nigerian industrial setup is very contentious. Participatory decision making is practiced in some Nigerian companies, and the has previously encouraged it through legislation.

On the contrary, several management authors in Nigeria believe that it does not exist and that where it does exist, it is not genuine. Their justification is that the required antecedent conditions for encouraging participation in Nigeria do not exist.
However, research on leadership styles has revealed that employees want to be involved in decision making in their varied firms.

Employees are critical components in achieving organizational goals and hence ensuring organizational survival.
The rationale for this is because employees are operators and are better positioned to understand the challenges they meet when performing a specific task and how to best solve them.

The fundamental issue is that involvement, while acquired, has not been properly appreciated, nor have its benefits. Some managers believe that decision-making should be protected because it is their unique prerogative. Again, top management prefers to keep a distance from its employees in order to create an important aura about themselves.

In view of the foregoing, the purpose of this study is to ascertain the amount of practice of participation decision making in Press and a few other enterprises, as well as its impact on productivity, as well as the benefits and problems associated with such practice.

1.3 The Study’s Objective

The study’s primary goal is to investigate decision making and organizational performance. In particular, the researcher intends to;

To investigate the impact of pertinent information on organizational performance.

Determine the degree of Determine alternative approaches to organizational performance. To assess organizational performance and decision-making.
1.4 Research Issue
The following were proposed to lead the study based on the study’s aims.
How much influence does relevant information have on organizational performance?
How much does identifying alternatives improve organizational performance?
To assess organizational performance and decision-making?

1.5 Importance of the Research

This study is intended to inform the public on how the Government Press and a few other selected enterprises have fared in their practice of participatory decision making and its benefits to productivity, thereby improving organizational efficiency.

This study is supposed to benefit management by providing sufficient insight into the benefits of employee participation in decision making, making obvious to managers what participate management stands for, and thereby lessening the fear commonly experienced by these managers.

Workers, business administration students, and society as a whole could all benefit from this research.
It is also hoped that the findings would serve as a foundation for additional research.

1.6 The Study’s Scope

The study is divided into three sections: content scope, geographical scope, and unit of analysis.
The topic scope of this study entails investigating the relationship between decision making and organizational performance in Rivers State. The dependent variable is Rivers State organizational performance, as measured by productivity, efficiency, and effectiveness. While the independent variable is decision making, it is measured by relevant information and alternative identification.

Geographical Range: The scope of this research is Rivers State Metropolis, with a focus on Pabod breweries.
Analytical Unit: Individuals are the unit of analysis in this research during the time of the study. The purpose of this research is to discover the relationship between decision making and organizational performance in Rivers State.

1.7 Study Restrictions

The study’s main disadvantage is the short time frame for research, combined with the tight academic timetable, which prohibited a highly detailed study.
The researcher must encounter the following constraint when doing an investigation of this native.
For starters, the time frame provided for this investigation was limited.
Second, there are financial limits. Because a study of this sort usually involves some level of expenditure, finance was also a limiting factor.
Third, inadequate respondent response and inability to reach the complete study population. Finally, the measurement device is subpar.


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