Communication is the primary phenomenon that is used in most organizations to shape cultural, sociological, and psychological processes instead of using secondary ones in antecedent factors. The rational decision-making model is mainly based on reasons and not emotions when making decisions. The non-rational model of decision making does not follow any orderly process to achieve solutions to problems and in most cases, the solutions are discarded. Decisions are the most significant part of organization processes. Most activities in organizations are perceived as decision-making activities and members refer decisions to the reality of the organizational life. Managers are the main decision-makers and they have to integrate logic and emotions in making organizational decisions. Other decision-makers’ bodies in organizations include external and internal stakeholders. Theorists and researchers have argued if it is possible for decision makers in organizations to use both models in decision making.
The rational model naturally sets decision-makers at the heart of their decisions such that they could be said to be isolated. In this model, decisions access various stages, acknowledge opportunities and problems and they think about solutions that are outside the most obvious situations. They have to come up with approaches to handle the opportunities as well as think of one of them subjecting them to various steps of evaluation. When evaluating decision makers must question how ethical the alternatives are and ignore their unethical nature. The model assumes that managers and other stakeholders will make decisions that will minimize costs and in the process maximize benefits. The non-rational model assumes that decision-makers are capable of making satisfying decisions on situations that they encounter in the organizations.
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The non-rational model believes in the existence of real situations that call for decision making. Emotions have shown to have to presume a very influential role when it comes to decision making. These two models can be employed in organizations to achieve the highest performances because there are decisions that require decision makers to use logic and others call of employment of emotions. However, decision-makers should beware of the limit at which they use the non-rational model to avoid being bias. Decision makers should know that people will never have full or perfect information about situations. The rational model is unrealistic and managers and other decision makers use the non-rational model in decision making.
In organizational communication constitutive approach has four trajectories which include activity coordination, membership negotiation, institutional positioning, and self-structuring. These trajectories have a different impact on communication in organizations. Membership negotiation entails personnel coming in and out of the organization and in the process they leave ideas. In everyday organizational activities, we have people that come and constitute changes as they leave the organization. This is a crucial aspect in any organization because efforts of various and diverse ideas from people are required for the organization to run at its best. The organization should also be in a position to hold as well as shape its communication and influence various nature of the processes within it. Managers have tried subordinating their emotions to logic but it has proved to be futile as well as a waste of valuable resources. However, emotions play an important role in running organizations but they are made to operate while within the system or against it in some situations. Closing down emotions while carrying out leadership activities limits the potential of leaders. This is the reason why most successful leaders apply both the principles of rationality and those of emotions in their daily activities.
Emotions are said to affect rational thinking and thus they are described as two horses that are pulling in the opposite directions. In a system, some of the activities are often emotional and automatic while others are non-emotional and strictly controlled. At times leaders are controlled by emotions and yell at colleagues and the next minute the regret that they should have thought rationally. At times emotions overrule rationality. When the leader’s separate emotions and rationality they tend to lose more because the two forces have to work together for the best results to be achieved. Emotions do not lead one astray but they guide towards pleasure and enable one to gain more benefits. For example, investing in a company there is always a chance that the turnovers will not be as expected. Therefore, it is crucial that leaders judge the risks that are worth taking thus they need not separate emotions from rationality. When the leader’s separate rationality from emotions they do not communicate effectively and this affects their functionality a great deal.
Leadership positions require the application of both emotional and rational principles to situations. In any arguments emotions are needed and therefore cannot be ignored. However, emotions can lead to costly consequences if the leader does not balance between the rational side and the emotional side. On the other hand, rationality cannot work alone and it is clear that when leaders combine rational and emotional decisions they benefit more. Many social situations entail benefits as well as costs and things get murky when leaders try to use calculated reasoning in such situations. When leaders combine emotions and rationality in decision making they become effective communicators and they obtain more benefits than losses. It is thus important that leaders adapt both sides for them to make their organizations run effectively when making decisions. I prefer the approach of combining both emotional and rational decisions even though the contexts in which emotions help are more common. Emotions make one act decisively as well as quickly but not all situations call for quick actions. It is thus clear that emotions make one regret decisions if rationality is not employed.
