ABSTRACT
Many researches are deadlocked on the process of making business decisions and are interested only in diagnostic procedures and control. This chapter discusses the nature and type of decision, and especially the business decision. Many tools and management techniques in the various functions of the company are in fact of decision support tools, rather than, as too many students believe, tools that directly give the decision. The decentralization of decisions, including decisions about the “business optimization” at the level of product-market divisions participated in this double movement of differentiation and integration. The researchers showed that for operational decisions, the solution gradually emerged is “modeled” according to the multiple influences that were exerted on decision makers, with possible back and forth, or trial and error. The financial and industrial dimensions can be combined by the inter-penetration of capital, industrial, and financial groups which were then lead to hypergroups, real nebulae companies, and subsidiaries.
