Introduction Every manager in an organization needs to master the techniques of making decisions about his workforce to meet the needs of both the staff and the company. Many a times, the decisions made are skewed to satisfy company objectives at the cost of an employee’s desires. Quite often, work arrangement policies can significantly deter the personal welfare of the employee even when they do not directly add value to the company’s status. The involvement of the government and regulatory bodies in ensuring that the individual interests of staff members are met has been crucial in resolving this problem. Constructive policies have been passed to facilitate a better platform with which employees can approach their employers to seek improved working conditions on substantial grounds. This paper will hence analyse how organizations are being made to modify their decision making processes to serve their employees using the best methods available. Decision-making process that organisations will need to follow to evaluate requests for flexible working arrangements The decision making process that will be used by leaders in their organizations concerning flexible working arrangement will take into consideration a variety of factors. There are both internal factors and external factors that contribute to the process. Within the external perspective, a set of legal conditions has already been provided by the National Employment Standards. Some of the conditions, such as the requirement for 12 months employment in the organization by an employee and having an infant or disabled child to take care of, are clearly distinguishable. These conditions are incontestable and are hence easy to get beyond in the decision making process. Other conditions may need a more severe form of objective assessment to incorporate into the decision. The classical approach may to some extent be applied in handling flexible arrangement requests. There is already the need to make a decision upon receiving a request from an employee for a change in their work plan. To add, the decision making process needs to be quick enough given the 21 days that have been made. It should allow objective analysis of the situation that filters out the irrelevant (Davidson et al, 2009). In order to serve this end, there should be minimal potential for conflict in the decision making process amongst those who may be involved. If a conflict emerges whereby the superior authority chooses to isolate certain cases with which to apply different decision making tactics, the process may be compromised and it may result in a loss of confidence from employees. The decision to accept a change in working terms will imply a change in the business structure which may affect the firm financially. One alternative may be to reduce working hours for the employee minimally so as not to demand the creation of a new shift. For this reason, the level of productivity that can be reached with such an arrangement needs to be maintained at a constant. A better way to handle this can be to provide an arrangement where the employee may partially work at home and at the office. This would be better suited for desk stationed workers who do not particularly engage in laborious activities. Before an