Organizational Decision Making

In an effort to increase its viability and effectiveness, a company will employ interventions as it implements various change agents. The purpose of such interventions is to improve productivity, performance or behaviors through a series of structured individual and team activities that focus on what employees do and how they do it (Brown, 2011).

When creating developmental change in an organization, the responsibilities of decision-making should shift from being a task designated to managers to one that all the employees share. In healthy organizations, managers understand that decision-making should occur where the sources of information are, which is not always toward the top of the chain of command (Brown, 2011)

In order to create change and promote open communication, an organization must have a culture of mutual trust. Managers cannot expect employees to trust them automatically. Instead, in order to breed trust, managers must first show employees that they are trusted.

When a company invests in its employees, employees will invest their time and talents back into the company. In addition to monitoring goals, providing feedback and reinforcing positive employee activities, organizations should also work toward developing the skills of their employees and enhancing their sense of well-being. Such investments can include educational opportunities, providing employee benefits and providing the support and tools needed to accomplish work efficiently

(Brown, 2011).

When working toward a goal, it is important for a company to understand that the responsibility of achieving goals falls on all levels of the organization, not just managerial strategies. Therefore, the organization as a whole, individual departments and employees must evaluate their activities against set goals (Brown, 2011).

Reference:

Brown, D. R. (2011). An experiential approach to organization development. (8th ed.)., NY: Prentice Hall