"In reality organisational decision making is characterised by two opposing tendencies. On the one hand, inherent conflicts between factions, departments, units and levels and individuals over scarce resources breed conflict, opposition, careerism, negotiation, compromise. Thus conflict and competition may adversely affect problem solving and strategy formation. On the other hand, decision making may be affected not by difference and disagreement but by consensus and similarity - by the fact that decision makers share the same …showed first 75 words of 2555 total…

…showed last 75 words of 2555 total…Fulop L. & Linsead S. (1999). Management: A Critical Text. MacMillian, South Yarra. Gustavsson, B (1997) From empty fullness to full emptiness: Toward a transcendent epistemology of organisations (online) http://www.it.com.pl/scos/gustavsson.htm [accessed 4 February 2000]. Mabey, C. & Salaman, G. & Storey, J. (1998). Human Resource Management: A Strategic Introduction. Blackwell: Oxford. Scholl , R. (n. d.). Social Cognition and Cognitive Schema (online). http://www.cba.uri.edu/Scholl/Notes/Cognitive_Schema.htm [accessed 4 February 2000].