Decision Making and Power Relationships
In organization behavior course, I have learnt and understood various emerging theories and concepts that revolve around the business environment. Some of the theories and concepts I have covered in this course involve relationships between decision-making and power. Decision-making can be described as a conscious process of making a choice or choices from several identifiable alternatives with the aim of achieving the desired state of affairs (McShane et al., 204). According to McShane et al. (219), there exist a relationship between decision making in an organization and power. Power is defined, as the ability to influence other. I have learnt that individuals who have high power in an organization have the highest ability to influence decision making in an organization. In this report, I will show how we have applied various concepts and theories of decision-making and power relationship in our class group discussion.
to (McShane, Steven, Mara and
Travaglione (224), there are two types of decision that
individuals make in their daily activities which are programmed decision and
non-programmed decision. Programmed decisions are routine, structured
situations that a leader has a predetermined decision rule. Programmed
decisions are mainly based on experience, habit policies and organizational
rules. Non-programmed decision are unique decision that require individual
judgment to establish a solution to a given problems. According to Ferrell, John and Linda
(45), these decisions are based on the available information and individual’s
judgment. In our group where we meet three to four time to make, a presentation
both programmed decision and non-programmed decisions are made. For example, it
is compulsory to meet three to four time to prepare and make a presentation. Various
non-programmed decision has to be made during the group meeting. The group
members must decide on various ideas that should be presented in the case
In making the decision-making, we apply the rationale decision-making process learned in the course of the study. The decision making process involves problem identification, choosing the decision process, developing alternatives, making a choice and evaluating alternatives. We assumed that each group member has the relevant and efficient information that are helpful in developing alternatives. However, as we have learnt in the course of the study, we experienced some problems when selecting alternatives. First, each group member had a different idea and there was a different perception and conflicting ideas as they tried to defend their option. During decision making involving a group, some members usually have limited information. Some group members also showed emotions when suggesting presenting their ideas (Ferrell, John and Linda 45).
To make an effective decision, we evaluated each alternative against relevant factors as presented by group members. Emotions and irrelevant factors were controlled by systematically thinking on the future of the discussion. Ferrell, John and Linda (45) persists that after a decision is made of it is better to evaluate the decision outcome. This involves post decision justification where the made decision is inflated. If the decision made is not effective, efforts can be made to revert it or drop it to avoid future complications.
Manager or team leader has the power to influence a decision (Griffin & Gregory 99). The power to influence a decision can be legitimate, reward coercive expert or reverent power. During our group meeting, the group leaders have a legitimate power to influence decisions. Since there are always conflicting ideas from different group members, the leader may his preferred choice. This proves that an individual with power can use to influence a decision. However, there are several consequences of using power to influence a decision. This includes making a biased decision and prevents creativity among team members.
Griffin and Gregory (101) suggest
best way to make a decision in an organization is employee involvement.
Employee’s involvement is referred to as the degree to which employees or team
members influence a decision. There are different forms of employee involvement
in decision making, which include obtaining information from team members,
consulting from individual or group and team decision. When team members are
involved in decision making, there is a better identification of problem,
several and helpful choices are generated, there is a likelihood of selecting
the best choice and there is a strong commitment to the decision. In our
discussion group, we applied the concept of member’s involvement in decision-making.
Each group member was given a chance to contribute his ideas and the group discussed
them. As a result, we choose a case that turned out to be helpful in improving
our grades during the class presentation.
conclusion, decision-making is one of the major aspects of every organization.
Leaders are responsible for decision-making and, therefore, they use their
power to influence other when making a decision. Rationale decision making
involve problem identification, selecting the decision model, generation of
alternatives, making choice, decision implementation and evaluation of the
decision. A good decision is made when a leader or an individual with power to
make a decision involve others in decision-making process. However, care should
be taken to avoid biased decisions due to power influence.
Ferrell, Odies C., John Fraedrich, and Linda Ferrell. Business ethics: Ethical decision-making
and cases. Cengage Learning, 2011.
Griffin, Ricky, and Gregory Moorhead. Organizational behavior. Cengage Learning, 2011.
McShane, Steven Lattimore, Mara Olekalns, and A. Travaglione. Organizational Behavior:
Emerging Knowledge, Global Insights. McGraw Hill Australia, 2013.