The type of influence exercised on decision-making by a position in an organization may vary from decision to decision. The position may simply be free to make recommendations or need to be informed of decisions to implement them. On the other hand, the position may influence the decision, be able to veto it, or authorize and issue a directive to carry it out. These types of influence can be coded and recorded on a decision-making chart. These charts cannot be imposed successfully on an organization by command. They should be developed by the people who work together. The manager should work with his immediate subordinates to decide the area of decision-making to be charted; determine the key decisions to be made; identify the organizational positions participating in each decision making process; decide in which of five identified ways (recommending, approving, authorizing, being informed, or being consulted) each position participates; and record agreements on the chart. The discussion necessary to construct the chart points up and helps to resolve problems. Charting the resulting agreement shows people how they participate in the decision-making structure of the organization. (Author/PGD)