Do you think that reaching a decision in the field of management inevitably means making the right, good and appropriate decision? Why?

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No, there is no an ideal decision in management field, everything depend on situation itself 

Decisions are the coin of the realm in business. No company can reach its full potential unless it makes good decisions quickly and consistently and then implements them effectively. Good companies can’t become great. Troubled companies can’t escape mediocrity. Our 10-year research program involving more than 1,000 companies shows a clear correlation (at a minimum 95% confidence level) between decision effectiveness and business performance.

And it isn't just financial results that suffer. Organizations that can’t decide and deliver are dispiriting to their employees. From the C-suite to the front line, people feel as if they’re stuck in molasses or trapped inside a depressing Dilbert comic strip.

The European division of an American automaker, for example, repeatedly lagged behind competitors in bringing out new features on its cars. The reason? Marketing thought it was in charge of deciding on new features. Product Development thought it was in charge. The two functions had different incentives and so could never agree. Every proposal had to be thrashed out in long, contentious meetings. It isn't hard to imagine how the people in these functions felt about coming to work in the morning.

But things don’t have to be that way.

For more than 25 years, the three of us have consulted to organizations of all sorts. Our clients have included large multinational corporations, entrepreneurial ventures, research universities and nonprofit institutions. We have worked with leaders at every level. Despite their differences, we noticed all these organizations share one consistent trait: when they focus explicitly on decisions, they improve their performance. As their decision making and execution gets better, so do their results. They create great working environments, which in turn attract the kind of people who get things done. They build the organizational capabilities to decide and deliver time and time again, in every part of the business.

Over time, we began to see how to systematize this approach to decisions and performance, how to map it out and capture it in a sequence of steps. Eventually we published a book about it, called Decide & Deliver: 5 Steps to Breakthrough Performance in Your Organization, from Harvard Business Review Press. We hoped the book would help companies kick-start the process of improving their decision making and execution and thus their performance. To judge from readers’ reactions, it has achieved that goal to a degree well beyond our expectations.

Since then, many people have asked us for the short version: Couldn’t we boil our five points down to their basics? So that’s what we have done in this article. We can't fit in all the nuances and stories, of course—we hope you'll still buy the book—but we can help you see at a glance where your own organization’s decision muscles are strong or weak so that you can begin to take action. The business world is moving fast these days. The only companies that can keep up—that can ultimately realize their full potential—are those with the ability to decide and deliver. We hope yours will be one of them.

1. Score your organization 2. Focus on key decisions 3. Make decisions work 4. Build an organization 5. Embed decision capabilities

Qould love to support the answer of Mr Omar Saad Ibrahem Alhamadani