Concept of Decision Making in Team Behavior: A Literature Review on Structures, Voice Centralization, and Consensus

<div> This paper discusses the concept of decision making in team behavior. The&nbsp; </div> <div> background of the problem is that modern organizations increasingly rely on teams&nbsp; </div> <div> as their main decision making unit, but many teams still struggle to manage their&nbsp; </div> <div> collective decision making process. The research questions in this paper include&nbsp; </div> <div> what are the forms of decision making in teams, what factors affect the quality of&nbsp; </div> <div> team decisions, and what are the practical implications of these theories for&nbsp; </div> <div> organizations. The purpose of this paper is to identify the forms of decision making&nbsp; </div> <div> in teams, analyze the factors that affect the quality of team decisions, and formulate&nbsp; </div> <div> practical implications for organizations. The benefits of this paper consist of&nbsp; </div> <div> theoretical benefits, which are to enrich the study of organizational behavior&nbsp; </div> <div> especially about team decision making, and practical benefits, which are to provide&nbsp; </div> <div> guidance for managers and team leaders in managing the decision making process&nbsp; </div> <div> more effectively. The method used is literature study by analyzing eight Scopus </div> <div> journal articles published between 2024 and 2025. The results show that there are&nbsp; </div> <div> four forms of decision making in teams: unanimous, voting, lead entrepreneur, and&nbsp; </div> <div> delegation. The factors that affect the quality of team decisions include the chosen&nbsp; </div> <div> decision structure, the process of centralizing voice on competent members, the&nbsp; </div> <div> level of consensus achieved, and the extent to which team members are involved in&nbsp; </div> <div> the process. Research also finds that participation in decision making has a positive&nbsp; </div> <div> impact on organizational commitment, organizational citizenship behavior, and&nbsp; </div> <div> group cohesion. The conclusion of this paper is that no single decision structure is&nbsp; </div> <div> always best, centralizing voice on competent members is beneficial as long as it is&nbsp; </div> <div> not excessive, healthy consensus must consider the variation of opinions, and team&nbsp; </div> <div> involvement is very important especially in crisis situations. </div>