Decision making is something every manager has to deal with in the workplace. It is one of the main components of their job and they need to possess the knowledge to make effective decisions for the organization. Dessler (2012) defines decision making as “the process of developing and analyzing alternatives and making a choice (Dessler, 2012). In the process of making decisions, the manager must be aware of the impact the decision will have on the organization and the employees. Yukl (1990) states that “before making a decision, a manager must determine whether to involve other people in the decision process” (Yukl 1990). There are several procedures for decision making that involves the subordinate’s input at different intensities. The two decisions that Kevin picked are suitable ones for a group decision because there outcomes have a direct effect on the employees. According to Thompson, Strickland and Gamble (2010), “the objective is to put adequate decision-making authority in the hands of the people closest to and most familiar with the situation and train them to weigh all the factors and exercise good judgement’ (p.347). Kevin realizes that participative management can be constructive for the organization and helps the employees participate in matters that affect them. Employees are invited to share in the decision-making process of the firm by participating in activities such as setting goals, determining work schedules, and making suggestions (McMillan, n.d.). There are three types of decision procedures that Yukl discusses: autocratic decision, consultation and group decision. The procedure that Kevin utilizes is consultation. Yukl (1990) explains consultation as “the leader explains the decision problem to subordina... ... middle of paper ... ...helmed and in a time crunch. The decisions loss quality and acceptance with the way Kevin handled the situation. These decisions were appropriate for introducing participation into Kevin’s department because there outcomes have a direct effect on the employees. As Thompson et al. (2010) states, “Pushing decision-making authority down to middle and lower-level manager and then further on to work teams and individual employees shortens organizational response times and spurs new ideas, creative thinking, innovation, and greater involvement on the part of the subordinate managers and employees” (p.348). In future situations, it will be important for Kevin to give the employees plenty of time to think over and discuss the decision at hand. It is obvious that Kevin cares about the employees and wants to do best by them to ensure their happiness within the organization.
In order to address the above components, five decision making steps have to be put in place, these are; being attentive, being intelligent, being reasonable, being responsible, and being reflective. The first step, being attentive, involves evaluating the whole situation and coming up with the data and information about the problem at hand. In so doing the following questions are viewed; what facts to bear in mind, what direction to take so as to get the expected solution, and what is the main issue to work on. In the second step, being intelligent, the information is clearly studied to determine whether the collected data is revealing the correct details concerning the problem. Determine the stakeholde...
Although Peter Smith was having major conflict with the newly hired Executive Director, Schmidt he should have communicated to the board how he felt and the situation should have taken dif...
Regarding this, one starts by identifying a problem such as increasing absenteeism/turnover rate or an opportunity such as the closure of a competing firm. The manager proceeds to set goals that aim at reducing the turnover rate and boosting the employees’ motivation (Griffin, 2015). Imaginatively, the manager generates a list of actions that might lead to the realization of the organizational strategic plans (Fishbein, 1967). Here, the list might be changing the pay, modifying the reward system, providing regular leave and providing training. Precisely, each course of action has associated consequences; thus, the supervisor collects information related to each of the alternatives. Notably, the collected information allows the manager to assess and evaluate the alternatives, systematically, which leads to choosing the best alternative, thus, decision implementation (Beach, 2014). Finally, the manager evaluates the effectiveness of the decision, say provision of training and development avenues, and employs the appropriate control (Griffin,
Fallon & McConnell explain that having employees participate in some organizational decisions because this helps to avoid potential problems (n.d.). Providing employees with opportunities for open discussion can help HR managers identify the areas that employees may need additional training and development. Furthermore, employees can give their input on daily operations of the organization that executives, managers, and supervisors may not be
However, the organization was having issues a symptom of these issues was that they had a reputation of being too slow in making decisions another symptom was that their profit was less then what executives thought it should be. After he examined their organization as a system, he was able to determine the cause and it was that employees did not pay much attention to the internal processes of the organization. He determined that this was the cause of the company not producing the profit levels that it
Furthermore, when members of the department are given the opportunity to be heard and voice their opinions, leadership is perceived as legitimate and just. The penultimate process is to ensure that members does have an opportunity to vent their frustrations and be heard. So, “before selecting a solution for implementation, [leaders] should consider the merits of all possible solutions, without favoring any particular one” (Cloke and Goldsmith, 2011, p.190). A policy change must represent the core value of not only the organization, but the people that makes the organization. Lastly, once a consensus is reached, leaders have the obligation to ensure the solution is inclusive, representative, and legal. Therefore, the solution should be reaffirmed by “consulting with experts, critics, coaches, and anyone affected by the problem or the solution to solicit feedback on alternative solutions” (Cloke and Goldsmith, 2011, p.190). This last step ensures that members of the department are included in the decision making while protecting the interest of the
Lastly, another reason might have been because the leaders weren't doing their job. As Jordan stated, "Leaders need to lead", in the context of high involvement culture, ownership, and open book management it is easy to miss that point. So Leaders should’ve been getting a lot of input from the people, asking questions, then ultimately making decisions, but the company wasn't doing that.
Another thing Mr. Nardelli could have done is to give more details. In his email, he said “your leadership team will receive details about the new voluntary programs… I hope every eligible salaried employee will consider this program.” I think if he would have given more details as to what the programs were it would have given the employees more time to think about them and would not have caused as much of a panic feeling. When giving bad news to your employees you should explain how the decision was made (Gallo, 2015).
Having learned how decision-making occurs overall and in business, this section describes how business decisions have been ineffective when using traditional theories and styles. Research shows that leaders make poor decisions when using old-fashioned techniques. However, when practitioners apply academic decision-making theories and styles in real-world situations, leaders find these tools and methods cumbersome and irrelevant to decision quality and effectiveness (Yates et al., 2003).
Group decision making has many benefits for the individuals involved and the organization itself. In order for group decision making to be efficient, it is important for a creative environment to exist. “Creativity is the mental and social process used to generate ideas, concepts and associations that lead to the exploration of new ideas (May, 2011, para.3). This allows each employee to explore ideas and feel comfortable to share them without fear of rejection.
“What You Don’t Know About Making Decisions” by David A. Garvin and Michael A. Roberto explores the ways successful leaders can design an effective decision-making process, and the areas one needs to avoid. Some areas that are mention are how leaders should focus on maintaining an Inquiry style decision process, and avoid an Advocacy style decision process. They explore how constructive conflict is desired if its cognitive conflict which allows people to openly express their differences which allows everyone to introduce new ideas. Affective conflict is to be desired, as it is emotional based and cause problems amongst teams. Garvin and Roberto talk about how leaders need to show they were listening to the discussion, and once a final choice is made, leaders need to show logic as to why the decision was made. Garvin and Roberto discuss closure within deliberations, and they talk about a Litmus Test. Throughout the paper Garvin and Roberto discuss many do’s and don’ts about decision making and ways leaders can be successful in running a team.
Managers should be ready to teach the importance of decision-making skills and reinforcing organizational policy. Avoiding hasty, careless decisions, which can have devastating results on the manager's unit or the entire organization. Decisions made with forethought, using the many managerial tools available will lead to better and more profitable operatio...
Keller & Price (2011) pointed out that an organisation that have to develop and maintain competitive advantage has to devise mechanisms of involving every employee into the decision making process. A study conducted by Freeman (1999) in an investigation of the importance of including employees in a decision making process documented that, organisations that include employees in decisions of the running of the organisation have higher chances of developing organisational culture that pushes the organisation to higher levels. In this regard, the facets of the success of any organisations are denoted by the strategic decisions made through initiatives such as group decision-making and other strategic positioning plans. Nevertheless, specific aspects of decisions should be avoided in order to make departments effective. Stone (2013) articulated on core aspects that touches on sensitive matters and which should be avoided for effective running of organisations. In fact, Freeman (1999)
Good business decisions are the heart of a successful organization. Without a process decisions may be made by the most powerful or influential person in the group or not made at all. Good decision-making is a balance between getting the most of what we want with as little risk as possible. It means that we include the right people and use a process that encourages participation while keeping or focus clearly on the decision at hand. This allows people to make the decision with a high degree of confidence and efficiency.
“Communication from formal leaders tends to take the form of directives the leader expects employees to follow. Under this style of leadership, employees are seldom included in the process that leads up to the decision. After the decision is made and delivered, employees may have an opportunity to ask questions and offer opinions, but their input won’t change the decision. Informal leadership, however, involves ...