A central issue facing managers is the extent to which they should allow employees in the work group to participate in decisions affecting their jobs. Participation decentralizes authority and influence throughout an organization, but in many cases it can lead to improved decision quality, increased commitment of members to decision outcomes, and increased satisfaction resulting from involvement. These results are often associated with effective organizations. Appropriate for every situation. If participative decision making is not appropriate fo all situations, how can you as a manager determine when it will and won&rsquo;t be effective?
Participative Decision Makers
To determine some of the variables that make up good participative decisions, researchers have explored the characteristics of the decision makers. Essentially, researchers have asked the question, &ldquo;When participative decision making is effect-tive, what do the people involved look like?&rdquo; First and foremost, research suggests that those participating in the decision-making process must have sufficient knowl-edge about the content of the decision. Companies such as Ford, Federal Express, Oricter &amp; Gamble, and Boeing have put together cross-functional teams (con-sisting of members from marketing, finance, operations, human resources, etc.)for new product launches because each member has unique knowledge that adds value to the overall product launch decision. In contrast, asking people to become involved in decisions that are completely outside their area of expertise does not lead to either better-quality decisions or more commitment or the decisions and their implementation
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中央問題飾面經理是他們應該允許工作團體的雇員参加影響他們的工作的決定的程度。 參與分權在組織中的當局和影響，但是它可能在許多情況下導致被改進的決定質量、成員的增加的承諾決定結果和增加的滿意起因於介入。 這些結果經常同有效的組織連繫在一起。 為每個情況合適。 如果參賽政策制定不是適當的所有情況，怎麼能您，當經理確定它什麼時候將和won& amp; rsquo; t是有效的？參賽作決策者要確定组成好參賽決定的某些可變物，研究員探索作決策者的特徵。 本質上，研究員問問題， & amp; ldquo; 參賽政策制定何時是作用tive，什麼人们介入的神色喜歡？& amp; rdquo; 首要，研究建議参加决策過程的那些必須有關於決定的內容的充足的知識。 公司例如福特，聯邦快遞公司， Oricter & amp; amp; 賭博和波音汇集十字架功能隊(包括從行銷、財務、操作、人力资源等等的成員)新产品發射的，因為每名成員有增加價值到整體产品创办決定的獨特的知識。 相反，要求人變得介入完全地是在他們的專門知識領域之外的決定不導致好質量決定或更多承諾或者決定和他們的實施Source(s): 奇摩字典-段落翻譯