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

In this brief article about how electronic networks presume decision-making processes, the seed covers many of the critical thinking elements. Mr. Robert Barner immediately states his percept of the electromotive force changes caused by the introduction of networks in an organization. He believes that several(prenominal) things volition happen as a result; employees undersurface to a great extent comfortably communicate with aged 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 b ar-ass approaches essential be highly-developed for group decision-making. The above statements are assumptions based on the authors perception. every of the situations are possible, but are not necessarily the net outcome of the networking influences. However, Mr. Barner effectively argues his shift as to why these outcomes are the most probable. For examp le, he references question that supports his idea that new approaches must(prenominal) 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, endure 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 pure job of presenting the strengths and challenges of his arguments. He does not abandon that networking will permit serious implications on organizational decision-making.

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