Collective decision making and implementation have intertwined bond in any organisation as it makes the involved party more responsible and enhances the feeling of “ownership” that automatically results in effective implementation
Published date: 2010-07-04
The Leadership League, The Perspective, The Himalayantimes
If you are wondering why “your” decisions are ineffectively executed by your young subordinates, it’s probably because of prevailing authoritative decision making procedures. Your subordinates may want to implement “our” decision than “your’s”.
Collective decision making is a fundamental tool in non-authoritative management leadership. Authoritative management heavily relies on just getting the jobs done and humans are just tools to achieve the end. On the other hand, team management emphasises on tasks as well as interpersonal relationships.
Collective decision making and implementation have an intertwined bond in any organisation. Collective decision making makes the involved party more responsible and enhances the feeling of “ownership” that automatically results in effective implementation. Youth are usually ignored during the decision making processes mostly because they lack experience. Lower the age of subordinates, lower is the chance of them getting involved in decision making. In common practice, youths are the ones who get to contribute the least in any organisation.
Thus their participation is not considered “worthwhile” to influence decisions. Quality decision is guaranteed if a manager takes decisions after consulting subordinates. Listening and not hearing is the prerequisite to the collective decision making. It reduces the chance of impractical decisions as they are based on realistic information.
As far as possible, decisions should be taken in front of subordinates. It will make them believe that they are being counted. It also permits rethinking over the decisions, if the purpose has been deviated. You may be able to retain young employees for longer period of time and even encourage them to work more diligently just by following participatory decision making. We value monetary and other visible benefits as the most important motivating factors.
However, qualitative procedures like collective decision making gratify the employees with vital experiences that are rarely offered by any organisations. It also gradually crafts a sense of belonging with the organisation
as the young employees feel they have equal share in the decision making.
Ultimately, the decisions are implemented effectively as they are equally responsible in making the choice. It will surely make you “their” favourite line manager as they feel being reckoned.
Published date: 2010-07-04
The Leadership League, The Perspective, The Himalayantimes
If you are wondering why “your” decisions are ineffectively executed by your young subordinates, it’s probably because of prevailing authoritative decision making procedures. Your subordinates may want to implement “our” decision than “your’s”.
Collective decision making is a fundamental tool in non-authoritative management leadership. Authoritative management heavily relies on just getting the jobs done and humans are just tools to achieve the end. On the other hand, team management emphasises on tasks as well as interpersonal relationships.
Collective decision making and implementation have an intertwined bond in any organisation. Collective decision making makes the involved party more responsible and enhances the feeling of “ownership” that automatically results in effective implementation. Youth are usually ignored during the decision making processes mostly because they lack experience. Lower the age of subordinates, lower is the chance of them getting involved in decision making. In common practice, youths are the ones who get to contribute the least in any organisation.
Thus their participation is not considered “worthwhile” to influence decisions. Quality decision is guaranteed if a manager takes decisions after consulting subordinates. Listening and not hearing is the prerequisite to the collective decision making. It reduces the chance of impractical decisions as they are based on realistic information.
As far as possible, decisions should be taken in front of subordinates. It will make them believe that they are being counted. It also permits rethinking over the decisions, if the purpose has been deviated. You may be able to retain young employees for longer period of time and even encourage them to work more diligently just by following participatory decision making. We value monetary and other visible benefits as the most important motivating factors.
However, qualitative procedures like collective decision making gratify the employees with vital experiences that are rarely offered by any organisations. It also gradually crafts a sense of belonging with the organisation
as the young employees feel they have equal share in the decision making.
Ultimately, the decisions are implemented effectively as they are equally responsible in making the choice. It will surely make you “their” favourite line manager as they feel being reckoned.
No comments:
Post a Comment