Management and Decision-Making

Managementand Decision-Making

Managementand Decision-Making

Structuraldecisions are arguably the most fundamental ones a leader has tomake. They enhance harmony at the workplace a factor that ranks topin promoting the constructive advancement of the company. Robbins etal. (2013) suggest that organizational behavior inclusive of the spanof control for a manager and involving staff in decision-makinginfluences the behavior and productivity in the organization.

Thespan of control largely determines the number of levels and managersan organization owns. The efficiency of an organization increasesproportionally to the size of an organization. Besides, the number ofemployees that a manager can supervise depends largely on the size,nature of the organization and the competency of both the manager andthe employees. However, according to Robbins a wider span of controlis the favorable option since it saves on costs and time andencourages employee empowerment (Robbins et al., 2013).

Thiswide span ranges approximately 15-20 subordinates per manager. Itallows the manager to maintain healthy work relationships withemployees and at the same time promote flexibility since it delegatesdecision-making power to the employees. It is opposed to the narrowspan of control of 5-6 subordinates per manager that Robbins et al.(2013) criticizes for being expensive and daunting employee autonomy.

Decisionmaking in an organization is crucial and would only be reasonable ifthe employees are involved in the process. The process should betransparent to employees to make them feel a part of the progress. Itproves the trust of the managers towards employees and spurs employeeinitiative. Having insightful knowledge on the needs of the company,places the employees in a better position to utilize this internalresource by making sound decisions according to the needs of thecompany.

Top-downleadership is narrowed when organizations embrace the collaborativedecision-making leaving the employees more of business partners. Byinvolving them in the decision- making table, the organizationembraces innovation, identifying new opportunities and positivelyshaping the goals and visions of the organization. Productivity amongthem is assured making collaborative decision-making between themanagers and the employees worth the risk.

References

Robbins,S., Judge, A., Millet, B., Boyle, M. (2013). Organisationalbehaviour.Australia: Pearson Higher Education AU.