Decision making process in organizations

Making decisions is one of the most difficult facets of any organization. Agreeing on the right course of action is always time-consuming and boring. Most administrators tend to give everybody a chance to participate in decision-making. However, this is not always the case due to the many qualities and shortcomings that each employee possesses. As a result, managers insist that everybody in the group take the StrengthsFinder exam. The StrengthsFinder is an excellent instrument for making informed decisions. Using such a tool shows to the boss the ways in which each employee excels and is instinctively wired. Furthermore, the StrengthsFinder tool enables the manager to know what the team needs in situations where difficult decisions have to be made. Knowing how all employees are wired helps in better understanding how much time they need to make decisions, the information they require as well as the types of decisions that come naturally to them.

Decision Making Process for Employees with Two Different Strengths

In the decision-making process involving two employees, various factors must be taken into consideration since both the employees are distinct and have different abilities. As a coach, you can develop each one of them separately. The manager must make a thorough analysis with the aim of finding the strength of each. For instance, the first employee can be disciplined and futuristic while the second employee might be a better communicator. For appropriate decisions, it would be prudent that each employee is motivated, use negative and positive reinforcement, and coach both of them into a team. With coaching all employees are given an equal chance to grow and even achieve the best results through consistent mentoring, counseling, and providing feedback (Korzynski, 2013). If the coaching is executed correctly, it can serve as a roadmap for the company’s and employee’s growth. On the other hand, if not done in the right way coaching might leave employees feeling punished, berated, and unappreciated. It is important to acknowledge the fact that each employee is unique.

How the Process can be Approached Differently

The first employee who possesses the strength of strategic planning and communication would do well on the tasks that require them to capture the attention of people. As a coach, this employee should be nurtured to take part in the company’s strategic planning to actualize all projects. The company can significantly benefit from such an employee who possesses excellent communication skills. Different institutions spend a significant amount of resources training its workers on the best communication skills. The employees with such skills should be encouraged to take up leadership positions. The communication strength can be quite significant in a team especially when the employee maps out the strategic plan and at the same time explains the outcome using his good communication techniques.

The second employee is futuristic and disciplined and can work best in the roles that contribute to the outcome of a project as well as the future of a company. As a coach, the more time spent on developing their idea about the future of the organization, the more the employees become more efficient and persuasive. Placing these employees in the most suitable organizational roles can increase morale and make them produce the maximum output. The two employees are unique assets that any organization can have altogether because their minds are full of step by step action model or plan and can help other colleagues in the team to understand some of the most important concepts. Placing the two employees together would be the greatest idea considering their unique attribute. They possess certain characteristic such as futuristic planning and strategic planning which means they can contribute some of the most excellent ideas.

Manager’s Role

The manager can encourage the two employees by motivating them. Motivation is what controls, maintains, and energizes behavior. The management element is thus an important factor in nurturing the skills that these employees possess as it will increase individual productivity as well as contribute to the success of the entire organization. With motivation, each employee can be encouraged to focus more on their strength, a factor that will enable them improve their feeling of accomplishment, a sense of competence, as well as their skills. Try to find out what motivates each employee because of some of the intrinsically of extrinsically motivated. For example, sales and promotion personnel are motivated by the commission offered which implies that they can work harder to earn a higher commission. With adequate compensation, proper compensation and fair treatment, employees can be motivated to become successful in their career.

The manager can also develop the decision making the process by guiding employees on how to work together as a team so that they shape their skills and also learn from others. Working together will also give them better ways of working through their differences. In any organization, teamwork plays a pivotal role which means that individuals tend to work together using unique skills and strength despite the interpersonal conflicts that might exist. As a manager, making an effort to understand the strength of employees gives you an upper hand in understanding the best motivation techniques to use to improve productivity (Shedid & Benzel, 2007). As the manager assigns duties and projects, it is important to encourage the particular employees to take up ownership of those jobs and strive for personal excellence. Employees should be invited to do an honest assessment of the individual responsibilities so that you can correct any particular shortfall. It is important to ask questions. The coaching questions make employees think and find solutions themselves. Questions can get them reflect back on the particular assignment as well as cementing the skills already acquired.

References

Brandenburg, D. (2017). The Nurturing Stance: Making Sense of Responsibility without Blame. Pacific Philosophical Quarterly. http://dx.doi.org/10.1111/papq.12210

Korzynski, P. (2013). Employee motivation in new working environment. International Journal Of Academic Research, 5(5), 184-188. http://dx.doi.org/10.7813/2075-4124.2013/5-5/b.28

Shedid, D., & Benzel, E. (2007). Decision Making Process: Problem-Based Decision Making. Neurosurgery, 60(suppl_1), S1-166-S1-169. http://dx.doi.org/10.1227/01.neu.0000249279.79686.e3