This is a summary of an article on Networks changing the decision making process

In this brief article about how electronic networks view decision-making processes, the seed covers many of the critical thinking elements. Mr. Robert Barner immediately states his scholarship of the electromotive force changes caused by the introduction of networks in an organization. He believes that some(prenominal) things volition happen as a result; employees trick to a great extent intimately communicate with older managers; employees leave olfaction as if they be more a part of the team; and decision-making processes will become faster in order to keep up with the speed of communication; and vernal approaches essential be highly-developed for group decision-making. The above statements argon assumptions based on the authors perception. every of the situations argon possible, but are not necessarily the net outcome of the networking influences. However, Mr. Barner effectively argues his flake as to why these outcomes are the most probable. For example, he references research that supports his idea that new approaches essential be created for group decision-making in the face of networking. By references a third party, this lends credibility to his assumption. When discussing the need for speed in relation to decision-making, the author calls upon the emotions of his readers by describing a situation where workers must perform under greater pressure. Most people, if not everyone, sess relate to work related to pressure. Therefore, they can more easily comprehend his argument and reserve with his point of view. As the author, Mr. Barner does an elegant job of presenting the strengths and challenges of his arguments. He does not abandon that networking will boast serious implications on organizational decision-making.

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