Decision making process

1. The First Federal management used the decision-making process to try and come up with a solution for the issue relating to absenteeism. The management first started by acknowledging there was a need for change and decisions needed to be made in order to determine the most applicable solution. The realization was based on information regarding attendance in the organization which revealed a major problem that attributed to the high rate of absenteeism. After the problem was identified, the management opted to involve other managers from different team to try and come up with a solution to the problem. The information collected was used to develop various alternatives that could help fix the problem that had been identified (Shapira, 2002). Rather than making decision among the first federal management department, they opted to involve other managers as a way to generate different ideas and determine the most suitable one. throughout the ordeal, the First Federal management followed the steps of the decision making process to not only identify the problem, but also get other members from different departments to weigh in on the decisions made and come up with solutions that would suit the needs of the organization as well as other employees expected to abide to the new policies enacted to reduce absenteeism in the workplace.
2. In order to resolve the problem, first federal management needs access to information regarding the terms stipulated under the sick leave policy used within the organization. Since the policy has been identified as the major cause for absenteeism, first federal should start by analyzing the terms in the policy to identify provisions that encourage employees to stay away on sick leave longer than necessary. Understanding the policy will make it easier to identify areas that cause problems in order to determine whether the policy needs to be abolished or reformed (Blenko et al, 2010). First Federal management will also require information regarding the rate of absenteeism and explanations given by employees regarding days they spent away from work due to medical reasons. The information is important as it helps to identify the driving factor that has created the issue of absenteeism in the organization (Blenko et al, 2010). Although the sick leave policy has contributed to the high frequency of absenteeism, the decision to miss work, especially when one is not sick, for longer than necessary is more personal rather than forced. Understanding the factors that make it easier for employees to stay away from work longer than necessary could help identify other problems within the organization that make it necessary for employees to exploit policies intended to protect both the organization and its employees.
3. First Federal Management should collect the information needed from top department heads regarding employees. Since the heads of every department are responsible for the conduct of employees in the department, they possess vital information that can be used to understand employee behaviors as well as any opinions they may have regarding some of the policies used. On different occasions, the top management engages with junior staff and the interactions often involves exchange of information that could be beneficial when determining how to bring about change (Halpern & Stan, 2016). Other than the heads of departments, the employees are also a vital source of information that first federal management could rely on. The employees are responsible for fulfilling the objectives set by the organization. They are therefore in a better position to discuss how processes work within the organization as well as give suggestions on solutions that can help resolve some of the challenges they face. Lastly, federal management could rely on secondary information from other organizations and researchers who analyze the impact that the sick leave policy has on employees as well as how to go about regulating absenteeism. Outside information is important as it provides suggestions that have already been tried out and the management can assess the end results to determine which approach will be most suitable for their organization.
4. Linda should have done more research to determine what changes were likely to occur following the decision to change the organizational culture. Instead of basing her decisions on her past experiences and relationships with other employees, Linda ought to have assessed the nature of the change she was trying to implement and its likely outcomes. Her decisions were greatly influenced by the desire to achieve positive results. While the idea arose from the decision to enhance job performance and help making processes more efficient, the decision-making process failed to analyze some of the challenges that could come about as a result of the new changes implemented (Nutt & Wilson, 2010). Linda also ought to have used input from other managers and professionals in the field. Despite having worked in the organization, her experience as an employee was inadequate to bring about the positive change. Her decision to base the change on input from her colleagues made it difficult to fully understand the impact that the decision would have on processes engaged within the organization. Linda ought to have used information from professionals and other managers rather than feedback from her colleagues since the change would affect how all employees under her went about performing their jobs. Basing the decision on her colleagues’ preferences created an environment where some employees were disadvantage and the workload became too much for others due to the disruption in how processes function within the organization.
5. Although the changes introduced by Linda slowed down the flow of work, the negative outcome is greatly as a result of the approach used rather than the change introduced. Linda should therefore carry out more research on how to go about introducing change and try to identify different approaches that can be sued to ensure that the changes implemented are effective. The previous approach involved assigning duties on a first come basis. There were however cases where some assignments would be reserved for people like Bob who were more equipped to handle complex issues. Rather than assigning duties based on preference, Linda should create a system where employees who can perform specialized or complex work are noted. Assigning of duties should however proceed on a first come basis as this will ensure that there a steady flow of work (Nikoi & Boateng, 2014). Instead of assigning duties depending on what employees prefer, Linda should identify each task and assign depending on employees’ capability rather than preference. This will help do away with the notion that low-ranking employees are getting the most complex jobs as such assignments will be reserved for employees that have been identified as having more advanced skills and can comfortably handle complex job assignments. It is however crucial that Linda involves other members of the management team to help share insight on how to excel at her position so as to avoid making similar mistakes in future.

 

 

References

Top of Form

Blenko, M. W., Mankins, M. C., Rogers, P., Case, J., & Davis-Peccoud, J. (2010). Decide &        deliver: 5 steps to breakthrough performance in your organization. Harvard Business            Review Press

Halpern, J. J., & Stern, R. N. (2016). Debating rationality: Nonrational aspects of organizational             decision making. Ithaca, N.Y: ILR Press.

Nikoi, E., & Boateng, K. (2014). Collaborative communication processes and decision making    in organizations. Hershey PA Business Science Reference

Nutt C and Wilson C, (2010) “Handbook of decision making” John Wiley & Sons

Shapira, Z. (2002). Organizational decision making. Cambridge [U.K.: Cambridge University     Press.

Bottom of Form