The Role of Knowledge in the Intuitive Decision-Making of Managers

The study focuses on the new possibilities in exploration and understanding of intuitive decision-making of managers, a topic that is more and more often discussed in management theory. Managers make their decisions in an organisation that, in relation to changes in society, has also significantly changed during the last years. There are many power means available to them, among others also decision-making power that makes them able to decide about key issues in firm direction. Decision-making of managers in organisations is still understood as a mostly purely rational activity. We suppose that manager is able to deliberately calculate inputs and outputs, or the outcomes of their actions, and always does so in order to reach set goals. However, managers are currently expected to decide quickly, which implies a risk of more errors. Intuition stemming from knowledge, experience as well as emotions thus leaves rationality behind. Though, how should one examine this phenomenon? This is the central concern of this study and research of which the results are described here. I was firstly interested in the transformation of the perspective on rationality in relation to decision-making of managers in an organisation, and with regard to the characteristics of the transformation and the introduction of intuition to the decision-making process, I looked fora tool suitable for the examination of the current character of decision-making of managers. From the perspective of cognitive linguistics, language appears to be a suitable means for exploring human thinking, and it is namely a metaphorical system used by managers when rationalising their decisions that is a source of data for expanding the base of knowledge about decision-making of managers.