This chapter examines four major approaches to decision making in organizations: rational, behavioral economics, organizational psychology, and naturalistic. It begins by distinguishing between programmed and non-programmed decisions and explores the rational model, which relies on objectivity, probability, and perfect information to maximize outcomes. It then critiques this model through behavioral economics, highlighting biases such as overconfidence, anchoring, and mental accounting. The organizational psychology approach introduces the concept of bounded rationality, emphasizing the role of limited information, politics, and satisficing. Naturalistic decision making is presented as a process shaped by experience, intuition, and real-time situational cues, particularly under time pressure. The chapter also discusses heuristics, problem framing, and the role of emotions in decision making. It concludes by offering strategies for improving decision quality, such as building expertise, emphasizing resilience, and cultivating sensitivity to operational realities. Collectively, these perspectives demonstrate that effective decision making depends on both analytical tools and contextual awareness.