Motivation Factors of Decision Making Person
Motivation Factors of Decision Making Person

Summary/Abstract: Decision making is a creative and knowledge de-manding process which is being analyzed in scientific publications and continually improved in practice. The Authors of this article have sought to systematize results of behavior of both motivation factors of decision making person (DMP) and environment factor found in various publications and also to present their own approach to perception of information meaning within diverse time intervals. Environment factor in econometric models is understood as what influences activity of analyzed system but acts independent of the system. Problems of investi-gating environment factor’s influence in the decision support systems are related to receiving exact informa-tion about state of this factor. Unlike environment factor which acts as unknowing gambler decision making per-son is described as a conscious gambler. Market, social relations, nature, non-managed organization and other objects might be considered as environment factor while separate individual, group of decision making persons or managed organization are named as decision making person. Elements, that sophisticated system is made of, have their purposes and problems related to problems and purposes of the whole system to solve. Solution of every problem depends upon elements’ available amount of resources. Conflict situations come up because total resources of the whole system are limited but the pur-poses of different elements vary and it is difficult to com-bine amount of resources needed for solving problems of these elements with limitations of the whole system. How-ever the biggest problem when making decisions is the estimation of environment factor’s influence. Therefore it is very important to pay attention to the circumstances that environment states research should include evalua-tion of risk factor of receiving exact information from reliable source. If consultancy was paid for reliable in-formation soon, it is possible to incur large losses seeing that, after circumstances have changed this information might lose not only worth but also meaning. Therefore, if time for project implementation is t but managers have to make decision on fixed time moment t0 they must size up risk of using information about market states favor. Ac-cording to the opinion of the authors of this article it is considered appropriate to take ratio between time inter-val of all project implementation and time interval of change of information worth as risk valuation criterion. Time interval within information has lost its meaning in respect of decision making quality and was named as critical time. Critical time shows uncertainty level or, in the other words, it shows time interval in which it is not known how available information could be used. The Authors have analyzed three situations of critical time dis-placement and have made conclusion that displacement of critical time to the end of project implementation re-duces decision making risk.

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