A STUDY ON DECISION-MAKING BEHAVIOUR AMONG MANAGERS IN CORPORATE ORGANIZATIONS WITH REFERENCE TO CAPGEMINI

Decision-making is a critical managerial function that directly affects organizational performance, project success, employee productivity, customer satisfaction, and strategic effectiveness. The study of decision-making behaviour among managers at Capgemini shows that managerial decisions are influenced by information availability, data usage, alternative evaluation, risk assessment, leadership style, organizational culture, technology, and employee participation. The analysis indicates that 77% of managers consider data before making decisions, demonstrating a strong preference for evidence-based managerial practices. Similarly, 73% recognize the importance of risk assessment, showing that managers consider uncertainty and possible consequences before making decisions. The study also reveals that 73% of respondents believe leadership style affects decision quality. Overall, Capgemini managers appear to follow systematic, data-driven, risk-conscious, and collaborative approaches to decision-making. The findings suggest that organizations can further improve managerial effectiveness by strengthening analytical skills, leadership capabilities, technology utilization, employee participation, risk-management practices, and decision-support systems. Effective decision-making requires a balanced combination of accurate information, analytical reasoning, managerial experience, leadership, collaboration, and timely action. Therefore, developing these capabilities can help Capgemini and similar corporate organizations improve decision quality, operational effectiveness, organizational performance, and long-term competitiveness. The overall findings of the source study similarly conclude that information accessibility, leadership style, organizational culture, technology use, employee involvement, risk assessment, teamwork, and prompt action positively influence managerial decision-making.

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