It is mostly seen that in the present world the companies have a hierarchical level in which the decisions are made at the top and is passed down to the bottom of the company. The organization structure also acts as a point where the decisions have to pass between different layers and is subjected to various changes before being passed right down at the bottom. It is also seen that most of the organizations give liberty to the managers in making their decisions because they are more closely associated with the employees at the lower level. Thus, the companies try to maintain democracy in their work culture, as they give importance to the managers as well who are mainly concerned in running the daily activities of the teams that help in increasing the level of productivity of the company (Kaner, 2014).
The managers have to participate in the decision making process actively so that they can make the employees work more effectively in the organization to increase its level of productivity. The main aim of the managers in an organization is to make good decisions, which will lead to a better outcome in the organization. By taking effective decisions, the managers help in choosing the best employees so that they can work on the decisions and help the company in achieving the goals of the decision process (Pettigrew, 2014). An example of this would be the managers of Woolworths who took effective decisions, which helped in increasing the profits of the firm. The managers while making their decisions decided that they would follow a particular set of regulations, which would firstly include a set of goals for each of the employees in the various departments. The employees who had a good relationship with the customers were put in to a team so that help in influencing the perception of the customers. The division between the employees helped in bringing out the best of the underrated employees as well because they thought their jobs were in danger if they did not perform better. This decision of segregating the employees helped the company in earning profits more than what they earned previously (Wheelen & Hunger, 2017).
The managers of the company help in providing a better environment in which the employees can work in. This helped the company as they followed effective means of communication between the various departments and helped the customers by saving their time. This decision that was taken by the managers helped the company to retain its customers and even helped them in gaining new customers due to the services that they provided to them, that is it was centered around for the customers. The third decision that was taken up by the managers for the company was that they clearly set the responsibilities for the employees. The employees were given certain targets, which they had to meet and had to be responsible for within a particular period. The roles of all the employees were revised and they were made to undergo a training process for a period of three days so that it would help the company to function effectively. During the decision process, the managers had setup the responsibilities that they would give to their employees by reviewing their histories with the company and based on that they allocated the responsibilities to them (Becker, Kugeler & Rosemann, 2013).
The managers followed the Hierarchy of Needs that was developed by Maslow so that it will help them in taking better decisions for the company. They identified the needs of the company so that it can perform better in the market and analyzed it in a hierarchical method, which helped in finding the importance of the needs. The needs that was of utmost important such as the dealings with the suppliers so that they can supply the products at a cheaper rate, which will help the company to sell the products at a cheaper rate to the customers as well. The employees of the company have to be trained in an effective manner for which the managers had to hire the best experts who can deliver the training in a lesser period so that the employees can serve the company in an efficient manner. The managers also decided that the company needs to hire experienced employees from whom the in-house employees can learn, which will help in increasing the sales of the company (Pettigrew, 2014).
After the managers made the decisions, they did not intervene in the work process and the employees had the right of making changes to the decisions so that they can provide the best outcome for the company. This would help the company, as they would benefit from the flexibility, as the employees had a better knowledge of the customers and the current trends that were present in the market. This helped the employees as well because it helped in building interpersonal relationships with the other employees, which helped in bringing more clarity in the workplace (Wheelen & Hunger, 2017).
According to Rand & Epstein (2014), intuition is a process in which the subconscious mind tries to dominate the conscious mind, which helps in formulating the results while making decisions. The process of information is not sequential in nature but parallel because the thoughts that are sequential in nature are ignored and the situation is viewed as a whole fragment that rises out from the parallel thinking. Intuition is more likely to be connected with emotions because if the managers do not feel right about a particular situation, they may simply ignore it without providing a logical explanation for it.
Intuition helps in taking effective decisions when the situations are non-standardized and helps in putting more weight on the intuitive choices that the managers considers before taking the decisions. Intuition is needed when the managers have to take decisions at a faster rate so that the response can be immediate in nature. It does not give time to the managers to calculate the rationality of the decisions that they have made within that period (Zsambok, 2014). The factors on which the decisions have to be made changes rapidly and the managers have to act fast so that the decision can become effective within that particular time. The rules of the factor upon which the decision has to be made are in an unambiguous manner, which makes it rather difficult in articulating the decisions. Sometimes the information is incomplete and is of conflicting nature, which may hamper the company in the end, but based on the present situation the managers have to take the decisions so that the organization can function smoothly without hampering the production level of the employees (Clemen & Reilly, 2013).
To make intuition in the decision-making process effective in nature, the managers have to move thoroughly through the data that is unstructured, which will help in filling the gaps that are present in the given information. The information has to be true in nature or else the intuition may turn out to be wrong, which may have a negative impact on the organization. The managers can increase their level of intuitive decisions if they analyze the data from a particular point of view. This will help in narrowing down the choices based on which effective decisions can be made. The managers need to put up a mind map so that the important points can be jotted down, which will help in uncluttering the minds of the managers so that they can make the decisions, which will help the organization in the future (Crossan, Mazutis & Seijts, 2013).
It is sometimes seen that the organizations promote some of their employees to the managerial level who are not fit to lead a particular group of employees. They do not possess the qualities or the responsibilities that will increase their level of accountability in the organization. The reasons why managers make wrong decisions in the organization can be due to various reasons. The most common form that leads to wrong decision by the managers is due to the wrong understanding of the objective set by the organization (Liu & McConnell, 2013). The managers fail to solve the problems that are based on the framework, which will help the company to reach its objectives. it is also seen that the managers always depend on their intuitions in making the decisions. This needs to be stopped, as they have to analyze the factors that will help in making the decision effective in nature (Gigerenzer, 2015).
The managers sometimes become overconfident of the decision that they have made in the past, which turned out to be successful for the company. This may lead the managers in taking the future decisions without reviewing the opinions or the facts that the information has with it (Hammond, Keeney & Raiffa, 2015). Some of the managers rely too much on their level of intelligence and try to make the decisions based on that without taking the proper guidance of the experienced people in the organization. This leads to faulty decision-making processes in the organization (Daft & Marcic, 2016).
Reference List
Becker, J., Kugeler, M., & Rosemann, M. (Eds.). (2013). Process management: a guide for the design of business processes. Springer Science & Business Media.
Clemen, R. T., & Reilly, T. (2013). Making hard decisions with DecisionTools. Cengage Learning.
Crossan, M., Mazutis, D., & Seijts, G. (2013). In search of virtue: The role of virtues, values and character strengths in ethical decision making. Journal of Business Ethics, 113(4), 567-581.
Daft, R. L., & Marcic, D. (2016). Understanding management. Nelson Education.
Gigerenzer, G. (2015). Risk savvy: How to make good decisions. Penguin.
Hammond, J. S., Keeney, R. L., & Raiffa, H. (2015). Smart choices: A practical guide to making better decisions. Harvard Business Review Press.
Kaner, S. (2014). Facilitator’s guide to participatory decision-making. John Wiley & Sons.
Liu, B., & McConnell, J. J. (2013). The role of the media in corporate governance: Do the media influence managers’ capital allocation decisions?. Journal of Financial Economics, 110(1), 1-17.
Pettigrew, A. M. (2014). The politics of organizational decision-making. Routledge.
Rand, D. G., & Epstein, Z. G. (2014). Risking your life without a second thought: Intuitive decision-making and extreme altruism. PLoS One, 9(10), e109687.
Wheelen, T. L., & Hunger, J. D. (2017). Strategic management and business policy. pearson.
Zsambok, C. E. (2014). Naturalistic decision making. Psychology Press.
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