RUNNING HEAD DECISION MAKING MODELS
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Participative decision making is the extent to which employers allow employees input or participation in organizational decision-making (Probst, 2005) whereas autocratic management does not allow employee participation in the decision making process.
In cross-sectional study carried out in Isfahan Hospital all head nurses of various wards were investigated. Questionnaires were used to collect data. The decision-making methods of head nurses were constructive, participative and autocratic at (55.8%, 42.1% and 2.1%, respectively). Management and decision-making are mutual go hand in hand and subordinates development levels affect the decision-making style of the managers. Perhaps head nurses used more consultative and participative methods in their decision-making based on organizational values and nursing management structure of the educational hospitals. Given the fact that the quality of providing nursing care and patient satisfaction are low, the efficiency of current decision-making methods is in doubt. The head nurses used a more participative and constructive management style because they felt it was more appropriate for the organization and even if the success rate is low that could be attributed to other factors.
Centralized decision making is where power is held and exercised by one individual or a few individuals at the top as in the case of dictators. It is mostly common in small organization owned by one or few individuals. These leaders do not entertain any suggestions or initiative from subordinates. Decentralized decision making is where power is exercised at all levels of management, corporate middle level and tactical level but in different degrees.
According to research by the (Recruiting Metrics and Performance Benchmark Report Staffing Org, Inc And the human Capital metrics consortium, Inc, 2003), the corporate world prefers centralization with more than half of companies structure adopting a centralized model. Only less than ten percent of companies deploy a fully decentralized structure. The remaining companies incorporating both the centralized and decentralized model. The success of a the management style adopted by a company whether centralized or decentralized depends on factors such as type, culture, ownership and size of the organization.
Formal management is where by the leader relies on the established formal channels of communication and the relationship between himself and the employees is strictly business related. In informal management style the leader develops a more relaxed and personal relationship with his subordinates and they relate as if they were at same level of management.
SEED is a mentoring program in Sun Engineering, executives decided whether to adopt a formal or informal approach when mentoring there juniors. Over time SEED has developed into a formal system with metrics, published processes, and web tools. However Sun staff also benefit from many informal mentoring relationships and with at least three times the numbers informal mentoring pairs as there are pairs in Sun’s formal mentoring programs (Dickinson, 2009). The mentoring program is a great success because the executive take either a formal or informal approach when mentoring where appropriate.
References
Dickinson, Formal vs. Informal Mentoring (2009)
Ghalrize et al., Decision-making methods of the head nurses (n.d.)
Probst, Countering the Negative Effects of Job Insecurity through Participative Decision Making: Lessons from the Demand–Control Model. Journal of Occupational Health Psychology. (2005)
Recruiting Metrics and Performance Benchmark Report Staffing Org, Inc And the human Capital metrics consortium, (Inc, 2003)
Vroom et al,. The New Leadership: Managing Participation in Organizations. (1988)
