ASSIMILATION PROCESS
ARIZONA STATE UNIVERSITY
COM 450 - ORGANIZATIONAL COMMUNICATION
WEEK 3
Learning Objectives::
After studying this chapter the reader is expected to be able to:
1.
Describe the processes in assimilation.
2.
Explain the communication process during assimilation.
A.
Model in Organizational Socialization:
As explained in the previous chapter that humans as members of an organization have
four levels of needs. These needs will be the motivation for an employee member of the
organization, to stay in a company or look for alternative companies that are considered to
meet the four levels of needs. An employee who gets a job offer in another company with a
higher monthly salary, for example, may decide to stay with the company move to another
company. Likewise, if an employee in a company with a fairly high salary, may decide to
look for a new company with a reason that the old company cannot meet the needs for self-
actualization.
When he decides to move and join a new company, there is a stage that must be passed,
namely the adaptation stage. He must be able to adjust to the environment, work patterns and
culture in the new company. Likewise with the company, which will adopt the new things
owned by the employee. This process takes place not only for a moment, but continuously.
This process is called assimilation.
From the company side, it will try to influence individual adaptation through formal and
informal processes. For example, providing information about work requirements or
determining formal work clothes so that employees are easier to adapt to the organizational
culture. From the employee's side, the employee will carry out the individualization process,
namely adjusting his individual aspects (desires, expectations, needs, abilities) to the
organizational aspects, so that it can have a better impact on the company.
In other words, assimilation is a two-way process of adaptation, that is:
1.
Socialization
Socialization is an organizational process to bring about the assimilation of new employees
and can be formal or informal. It helps people adapt to the culture of the organization, for
example when people look for job opportunities or when they decide to dress formally.
2.
Individualization
In this process, employees in an organization can try to change various aspects of the
organization according to their needs, abilities, and desires. For example, a new employee
may develop a strategy to improve payment collection in accounting.
The process of socialization and individualization is an interrelated process, because the
process of socialization that takes place continuously in the company will provide
encouragement for employees to carry out the process of individualization and become part
of the company. Furthermore, it can be argued that in the assimilation process, the
significance of the role of communication can be seen.
B.
Communication Process During Assimilation:
Socialization is a very important process and must be considered by company leaders. A
new employee who passes the selection and is accepted by a company, no matter how smart
and how much work experience will require an adaptation process. The employee needs time
to adjust to organizational life gradually. Of course, this stage will vary both in time and
method for each new employee. Differences in character, educational background, past work
experience, for example, will have an influence on the socialization process. However, in
general, three stages can be classified in the assimilation process, namely the anticipatory
socialization phase, the encounter phase, and the metamorphosis phase.
1.
Anticipatory Socialization:
Anticipatory socialization refers to the socialization process that occurs before a person
actually enters the organizational environment, this socialization includes job socialization
and company socialization.
Aspects of anticipatory socialization include learning about work in general, learning
about position or profession, learning about the organization.
At first, the new employee understands the company from the knowledge he has, what is
available and what he can get. This socialization emphasizes actual work with rewards or
salaries determined by company leaders. Furthermore, this socialization is also related to the
employee's view of the company the meaning of career, work and professionalism. Finally,
there is the process of learning about the company, identifying its organizational structure,
objectives, financial management, perceptions of the general public, and seeking more
detailed information related to job duties and responsibilities.
2.
Encounter Phase:
Occurs when a person enters and works in the organization. The encounter phase is the
"socialization phase" that occurs at the organization's "Point of entry" when a new employee
first encounters work life. The socialization phase that occurs when a new employee joins the
organization and meets their job. Meeting the new life at work. An individual's encounter
experience with an organization that changes and sometimes differs from their initial
expectations. Encounter experience as change, contrast and sometimes unexpected; and
assumes that new employees must work to understand the new corporate culture. In order for
the new employee to realize a new life in the new company, the new employee must leave
behind prejudices, past experiences, and other interpretations.
One must work to meet the requirements of the role and be able to understand the culture
of the organization. This phase can be stressful for the newcomer, especially when the
employee has an image of what the company should be like, which turns out to be the
opposite of what it is today. In this case, the new employee may experience "reality shock".
The introduction phase includes getting to know the new organization and the new role;
leaving behind old values, expectations and past behaviors.
This phase can be stressful, as new employees are required to take on new roles and let
go of old values, expectations, and behaviors or attitudes. The meeting phase involves formal
and informal communication processes, including a planned organizational orientation
program, formal and informal mentoring, and discovery information to some of the existing
or former employees. The formal and informal communications are as follows:
a.
Formal
It is an onboarding program designed by the organization, the purpose of which is to
introduce the company culture. Ultimately, it can increase workplace engagement and reduce
turn-over.
b.
Informal
Involves sharing experiences and knowledge from previous jobs that can be applied in the
organization. Contains intensive and extensive information seeking.
3.
Metamorphosis Phase:
Metamorphosis is the last stage that employees go through in the socialization process.
The metamorphosis process is explained as a socialization phase that occurs when new
employees have made the transition from outsiders, who were previously not employees to
insiders, who become employees. In this phase the employee is accepted, becomes part of the
organization and participates in the organization by learning new behaviors and attitudes and
making changes or adjustments to existing employees. At this time, the relationship between
the individual and the organization is static because there will always be uncertainty and
changes in the employee's understanding of the role and culture of the organization.
The changes that occur in this metamorphosis phase are reflected in the adjustment of
internal tasks to those in the organization. Usually, when people are transferred from one job
to another in an organization, they are not considered new employees and do not go through a
formal socialization period. But these people have to face new professional demands, new
social relationships, and sometimes new places. In this issue, the transfer of employees from
one workplace to another indicates the process of socialization adjustment and how
communication with leaders and coworkers in the new position can facilitate the transition.
After the three processes can be passed, it does not mean that a person stops in carrying
out the socialization process. He must learn many things, in order to work optimally in the
organization. Information that he must learn related to the organization includes:
a.
Information related to duties, responsibilities and roles in the organization.
This information includes knowledge, skills, procedures and rules that a person must
understand when performing and executing a job.
b.
Culture-related information
Understanding organizational culture is essentially learning about the organization as a
whole, from the visible and the invisible. The written and the unwritten. Learning
organizational culture can be much more complex than understanding role information.
Formal documentation of organizational cultural norms is often not available, as
organizational members may find it difficult to express the values that prevail in the
organization. Socialization occurs through communication by transmitting messages in the
form of stories related to the inherent organizational culture. So that it can be easily adapted
in daily work.
c.
Information related to issues in the organization
Learn to develop others' knowledge, accept the accumulated organizational culture, feel
recognized and acknowledge others' achievements, participate in organizational activities,
develop work skills and negotiate roles.
C.
Communication Process During Recruitment Socialization and Job Interviews:
Although organizations have different contexts or ways of recruiting or selecting
potential new employees, job interviews are still one of the most widely used in organizations
or companies. In a job interview, one or more people, a representative of the organization and
the potential employee meet to discuss, the new employee should be asked some questions,
and the employee should answer the questions asked. This interview can be used in colleges,
organizations and offices. It is the first and important step in the prediction process of
socialization.
The purpose of a job interview is:
1.
Interview as a selection process
Interviews are used as recruitment and selection tools. From an organization's point of view,
the most important job interview task is recruiting and selecting potential employees. In an
interview, an organization representative takes only 30 minutes to assess the interviewee's
background, knowledge, motivation, communication skills and personality. Interviews used
to recruit and screen potential employees have several points regarding a specific pattern.
2.
Interview as a tool for conveying information
Interviews are conducted to obtain information from the prospective new employee's point of
view. Organizations want to get information from prospective new employees, related to
several things that are likely to provide benefits to the organization, for example, how the
conditions of the company or organization where the previous work, how the prospective new
employee views the economic conditions, and so on. However, sometimes prospective new
employees tend to be passive.
3.
Interview as a tool for socialization
Another purpose of conducting interviews, along with the selection process and
information sharing, is to facilitate the assimilation of new employees into the organization.
New employees are given a realistic picture of their current and future jobs to cushion the
blow of disappointment when expectations are not met. Job interviews also help improve the
fit between the new employee and the organization. The effectiveness of job-related
socialization depends on what information is socialized in the job interview and what
responses to the interactions that occur can shape any expectations within the organization.
For job interviews to function as a socialization tool, interviewers must have good
communication skills to deliver persuasive and convincing communication.
Practice Questions:
1.
Explain the definition of assimilation.
2.
Name the stages in the assimilation process and explain.
3.
State the purpose of the job interview.
4.
List the capacities that an interviewer should have.
5.
Discuss with colleagues how to properly socialize the organization to new employees.
DECISION MAKING
Learning Objectives:
After studying this chapter the reader is expected to be able to:
1.
Describes the decision-making process.
2.
Compare decision-making processes in different forms of groups or organizations.
A.
Models in the Decision-Making Process:
The process of making a decision is common and often faced by humans in their daily
activities, from the simple to the most complicated. We are always faced with the situation of
making a decision every day, either for small things, for example someone who is faced with
two choices, taking a private vehicle or taking public transportation when going to the office.
Or big things, such as whether to study at University A or B. Everything we say and do is the
result of choices, whether we make them consciously or not. For every decision, big or small,
there is no simple formula for making the right decision. The best possible decision is to
approach it from as many different angles as possible and then choose the course of action
that seems reasonable and balanced at the time. Maybe we have several questions, problems
and desires and of course we want to answer all of them correctly. When making a decision,
there are several ways to solve the problem.
This is also true in organizational life. Decision-making is part of the daily activities of
an organization, and is a key management activity. This activity plays a very important role
in the performance of the design function. In the planning process, managers decide what
organizational goals to achieve, what resources to use, and who will perform the tasks.
Decision making is a complex cognitive process and is often defined as an effort to
decide on a particular course of action. In making a decision, there is often an upheaval in
one's soul in making a decision. This can be influenced by intuition, rational, and emotional
turmoil. Based on several existing theories, a good decision is a decision that is made after
going through several stages and processes from identifying problems, compiling various
alternatives, analyzing existing alternatives with a clear and logical mind and then making
decisions rationally and based on intuition. After going through several stages and processes,
the result is a good decision.
Rational is a way of thinking that relies on reasoning or logically available information to
find a measure of factual truth, performance, and interest. The ability to think rationally is the
dream of many people, because rational thinking can be transferred to everyday life. People
who have The ability to think rationally has a strong motivation for everything, whether it is
learning, working, acting or experiencing failure or pressure.
There are several models of organizational decision-making. Organizational leaders can
choose the model used in making decisions, namely:
1.
Rational Model:
Rational decision making, is a decision that is taken rationally related to decisions to
maximize the use of resources. Usually the problems faced are problems that require rational
solutions. Decisions formed according to rational considerations are more objective. Rational
decision making is based on existing facts and data. Data is a set of information that is
systematically grouped, while facts are the results or outputs of data processing. Data sources
can be from information available within the company or information obtained from outside
the company.
The rational decision-making model is to make consistent decisions by considering carefully,
choosing from several best alternatives to achieve maximum results. This decision model is a
model that expects organizational leaders to make rational decisions, aiming to define how
decision makers should make decisions and act. Some of the limitations that form the basis of
the rational decision model are:
a.
The issue to be decided must be clear and have a significant impact on the organization.
b.
Make several clear and consistent alternative decisions
c.
Delivering maximum results to the organization
There are several steps that must be taken in making this rational decision in order to provide
maximum results, namely:
a.
Defining the Problem
Problems must be clearly defined, lest there be mistakes in understanding a problem.
Problems that are vague and do not have a significant impact on the organization should be
avoided. For example, the problem of a 10% decrease in sales in the first semester has a
significant impact on the total sales achievement at the end of the year.
b.
Make alternative decisions
This is establishing some alternative solutions to the problem that might be taken.
Alternatives can be determined, for example, from past experience or other creative
processes. It is also necessary to consider organizational regulations that have relevance to
the problem at hand so that decision makers can determine what is relevant in making
decisions. Making various alternative decisions, can also be interpreted as compiling as many
as possible of the best decisions to be taken, then filtered, determined some of the best
alternatives, make sense, do not violate existing regulations and can provide maximum results
for the organization.
c.
Weighing the previously identified criteria
After compiling and identifying several alternative decisions, it is necessary to evaluate and
select the best alternative through a series of criteria. For example, by using a scoring system.
d.
Implementation
This stage is the most important and decisive stage of the series of previous stages. The
decisions taken are often not easy. It is often found that If we decide A, it will have a
negative impact on B, on the other hand, if we decide B, it will have a negative impact on C.
As a leader in the organization, you must be able and brave enough to make decisions, by
choosing alternative decisions with the least risk, and have the greatest positive impact on the
organization.
e.
Follow Up and Evaluation
Finally, there is the follow-up and evaluation stage. This is important so that monitoring of
the implementation stage can be done. The benefit is to ensure that the implementation of the
decision is right on target and to serve as a basis for consideration for decision-making, if a
similar problem occurs again in the future.
2.
Creativity Decision Model:
The rational decision-making model is decided with various careful considerations, through
planned stages. But sometimes a leader also needs and will make decisions based on
creativity. The ability to generate innovative and useful ideas. These ideas are different from
what has been done so far, but are still related to the problem at hand. Creativity allows
decision makers to assess and understand the problem as a whole, including problems that
others do not see or do not think about.
The highly complex aspects of organizations, creativity is often required to understand,
manage and make decisions. Creativity is the ability to come up with new and useful ideas.
The goal is to identify and understand complex and difficult problems. This decision model
describes how leaders make decisions in difficult circumstances. Leaders often deal with
difficult and rare or even unprecedented problems. To anticipate how to solve this problem,
leaders use a type of creative decision model. There is also very little information related to
data and facts available, automatically leaders cannot make rational decisions.
There are 3 components of the creativity model:
a.
Expertise
It is the basis for any creative work that can be obtained from abilities, knowledge, skills and
potential, experience, etc.
b.
Creative thinking skills.
It is personal character, as well as the ability to think outside the box, using analogies and the
talent to see things from a different perspective.
c.
Task motivation
The desire to do the job thoroughly is caused by an individual's internal motivation and the
influence of the work environment.
3.
Intuitive Decision Model:
Another decision model is the intuitive model. Intuition is a decision-making process based
on accumulated feelings and experiences. Making this kind of decision does not mean that it
does not require rational thinking. Based on past experience, leaders can quickly develop
many options to make the right decision. Generally, the problem is a structural problem, so
organizational leaders can easily solve it.
To solve new problems and uncertain situations, decision makers often use their intuition in
solving the problems they face. In addition, intuitive decision-making can also be based on
subconscious or ethical processes and values.
The intuitive model can also be applied when leaders are limited in making rational
decisions. The number of unstructured problems faced and the limited amount of information
available hinders the leader's ability to solve them through sound decisions. This model
explains very precisely how leaders make decisions about difficult problems that must be
solved in risky situations.
Intuition is a process that arises from the subconscious, usually due to experience or filtered
forces that arise automatically without the intervention of rational processes. A leader as an
individual tends to use his intuition at times:
a.
There is a high degree of uncertainty
b.
Lack of references that can be used
c.
Problems cannot be predicted
d.
Limited facts and data
e.
Facts are available but cannot be used as clues
f.
There are several reasonable alternative solutions to choose from
g.
Time is very limited
h.
There is pressure to make the right decision.
Decisions made based on intuition or feelings are more subjective, that is, they are easily
subject to suggestion, external influences, and other psychological factors. The subjective
nature of this intuitive decision has several advantages, namely:
a.
Decision-making by one party makes it easy to decide.
b.
Intuitive decisions are more appropriate for issues that are not related to matters of corporate
substance
B.
Small Group Decision Making:
Decision-making is the basic action of a small group. When a group of people want to
decide something, they form a group as a whole whose members can act together. The impact
of a group decision often extends beyond the group boundaries. It is ultimately the source of
new invasions, investigations and innovations. Decision-making is one example of group
communication, an activity that includes reasoning, collaboration and other communication
practices.28
The focus of group communication is on the symptoms of group communication (small
group communication), how to better understand the process of group communication,
predict the results and further improve group communication Group dynamics is the study of
different perspectives on group behavior, so group communication only focuses on the
process of small group communication.
In the group discussion various suggestions for action to improve group communication
skills were given, in group communication the focus was on description and analysis. Both
are interested in group performance and long-term skill development.
Group leaders have different styles:
1.
Group-centered
It is when the leader actively encourages group members to share responsibility for planning,
directing, coordinating and evaluating group activities.
2.
Leader-centered
It is when the formal leader of the group considers himself fully responsible for the above
functions (planning, directing, coordinating, & evaluating).
1.
Theories in Group Communication:
This theory tries to explain how individuals, as part of a social structure, tend to form
relationships with each other.
Heider's theory focuses on the relationship between people acting as "Attraction".
Attraction here refers to all cognitive states associated with aversion to other people and
objects.
a.
Heider's Balance Theory:
This theory was proposed by Austrian psychologist Fritz Heider who discussed and
developed balance theory. Balance theory is a theory of the humanistic school, which
considers that no theory has absolute truth in predicting humans. This theory also suggests
that humans are active and have the ability to make decisions based on likes and dislikes.
Heider's theory tries to explain how individuals as part of a social structure, for example
as a group, tend to establish relationships with each other. Of course, one of the ways how a
group can relate is by establishing open communication.
b.
Newcomb's ABX Theory:
Newcomb's ABX theory deals with communication between two people. Newcomb's
theory prefers to use the labels A and B to describe their attitudes. Newcomb's ABX theory
posits the human need for consistency, which he calls the "constant tension of symmetry".
When A and B differ in opinion about X, the symmetry tension depends on the strength of
A's attitude towards X and the attraction between A and B. Increasing A's attraction to B and
increasing the intensity of A's attitude towards X increases A's tension with B in his attitude
towards X. 29
Newcomb's A-B-X theory is a social psychological model of communication that
attempts to understand communication as a means by which people can maintain balance in
social systems. Balancing beliefs, attitudes and what is important to a person through
persuasive communication. According to Newcomb, when the balance of relationships is
disturbed, communication is used to restore relationships.
For ease of discussion, Newcomb's model contains three elements, namely A and B
which represent two interacting individuals, and X as the object of discussion. The minimum
components of the ABX system are as follows:
This model implies that any system can be characterized by a balance of forces and that
any change in any part of the system will stress the balance or symmetry, as imbalance is
psychologically uncomfortable and creates internal pressure to restore balance. In this model,
communication is a common and effective way for people to orient themselves to the
environment. This is a two-person action model of conscious communication.
Types of Groups by Activity:
The group can be divided into two:
1.
Formal Group
Formal groups are groups that are formed intentionally to accomplish a specific task. Its
members are usually appointed by the organization. However, this is not necessarily the case
in all cases. A group of people assigned to a specific task forms a kind of formal group, for
example, a Board or committee, a work unit such as a departmental unit, a research and
development laboratory, a management team, a cleaning team, etc.;
2.
Informal Group
Informal groups are groups that grow out of a process of interaction, attraction, and self-need.
Group members are not organized and appointed, membership is determined by mutual
attraction between the individual and the group. These informal groups often emerge and
develop within formal groups because some members have certain shared values that need to
be communicated to other members. Sometimes informal groups form or leave formal
organizations. Interest groups and social groups whose members may have common interests
or interests. The common interest motivates them to form an interest group. It is therefore an
informal group because there is no clear structure of what is done, who does it and how it is
done.
According to David W. Johnson in Badeni's book (2013: 116), says that many studies have
shown that group decision making is better than individual decision making in an
organization. The reasons are:
a.
Can generate new ideas
In group decision-making consisting of several people, it is certain that each has different
thoughts and understandings about a problem. When gathering and discussing, each person
will convey their ideas and thoughts. It could be that one person's thoughts have never
occurred to anyone else. Although the initial idea may still be raw or weak, it can stimulate
other participants to add and refine the initial idea so that it becomes a new idea that is mature
and agreed upon by all participants.
Ideas presented by someone in a discussion group can be improved by other group members.
Participants can discuss the weaknesses and strengths of the new idea.
b.
Have more information;
Group decision-making with the aim of finalizing ideas without discrimination between
discussion participants. Ideas and thoughts presented can expand or enrich the information in
the group.
c.
Increase motivation
Group members who participate in discussions to make decisions are encouraged to think
about what is best for the group, put aside personal ego and focus more on and prioritize the
interests of the group.
d.
Can change members' attitudes and behaviors
His mindset and behavior are strongly influenced by what he sees and hears around him. A
group can not only gather with group members, but each individual interacts with other group
members. Then the behavior of an individual can be a mirror for others, also a group can
force someone to behave or behave in a certain way so that the individual's attitude and
behavior can change.
Group decision-making requires processes and steps so that the decisions that emerge are
consistent with the wishes of the group. Group decisions can produce optimal decisions with
good technical support.
C.
Participation in Decision Making:
Involvement in decision making indicates supervisor support for employees, allowing
employees to provide better feedback in achieving organizational goals (Wan Li Kuean et al.,
2010). Employees can directly or indirectly participate in decision-making and have the
ability to influence decisions at various levels of the organization. Participation in decision-
making has various forms, such as: Participation in work decisions, consultation, short-term
participation, informal participation, ownership and representation (Cotton et al., 2002,
Samson SamGananakkan, 2010). Different forms of participation in decision-making can
lead to different outcomes.
Participatory decision-making is the process of making decisions in an atmosphere of
cooperation at all levels. This process takes place through joint decisions, which are carried
out consistently and continuously. According to Newel (1992), participatory decision-making
can lead to better decisions because a number of people's thoughts are introduced in solving a
problem. When people are involved in decision-making, they are more likely to implement
the decision effectively. The participatory decision-making process helps align individual
goals with corporate goals. Participation in decision-making is beneficial in terms of
individual development and confidence, building group skills and developing leadership
skills. Perhaps the greatest value of participation in decision-making is the capacity for
understanding it provides to individuals. Participants need respect from others to realize
themselves.
Several studies have shown that people respect and benefit from participatory decision-
making techniques. Findings prove that:
1.
Individuals lose interest in problem solving if not actively involved;"Participation in
decision-making reduces resistance to change, as the group can continue to function
effectively despite losing the leadership position if leadership has been shared with group
members; "
2.
Involvement in task-related supervision can increase motivation and job satisfaction;
3.
Group interactions often lead to greater risk taking on the part of group members, that the
decision-making group reinforces the value of group members' behaviors that are generally
accepted in a particular culture;"
4.
Participation in decision-making is a major factor influencing member satisfaction."
The above research findings confirm the assumption that increasing the role of
individuals and groups in the decision-making process can lead to greater productivity and
self-satisfaction. The study also found that increasing the role of lower-level management in
decision-making can increase productivity.
According to Simon (1985: 177), "internal and external aspects that influence individual
behavior in organizations in relation to decision making are authority, communication,
training, efficiency and loyalty compliance. These five aspects are concepts that can
encourage a person to make and implement organizational decisions. In it there is a premise
of value and a premise of fact. Therefore, authority exists in the formal structure of the
organization which has a greater influence on a person's behavior as a member of the
organization than anything else. Unity and coordination form the group mind. "33
Simon (1985: 179) further states that Authority is a power to make decisions that guide
the actions of others, in this case, the ruler's behavior pattern is order. Authority exists in the
relationship between superiors and subordinates. Therefore, leaders make and send decisions
with the expectation that subordinates will accept them. At the same time, subordinates are
expected to work based on the decisions.
The way a leader determines the right time to exercise his authority is by communicating
the decisions he makes to his subordinates to maintain coordination of behavior within the
group where higher-level decisions are communicated to others. In this case the decision
function is threefold:
1.
enforcing individual responsibility to choose who holds authority
2.
securing expertise in decision-making;
3.
enables coordination of activities.
Thus, when all group members understand their decision-making duties, exercise power,
maintain competence in decision-making and facilitate coordination of activities, conflicts
that may arise between members can be avoided.34
The assessment of the factual aspect is used as a starting point for the exercise of power.
The value aspect concerns one's values, culture, beliefs and experiences in dealing with
power. At the same time, fact-checking is based on existing data and information used for
organizational expertise. These two aspects are crucial to acting in authority, as they can
engender secondary loyalty in decision-making. 35
According to Bauer (1992), "participatory decision-making takes many forms and
emphasizes several common beliefs or premises.
First, participatory decisions mean being closer to the people and their actions so that the
best decisions will be made.
Second, leaders and employees have more opinions about policies and programs that
affect the organization or group.
Third, the responsibility of participatory decision-making has decision-making power.
Finally, the changes made are suitable and effective and when implemented, the decision
becomes the common property of the organization and all members of the organization. "36
With the help of these participatory decision-making techniques, the aim is to shift
responsibility or accountability from the top to the power center of the workforce, which,
among other things, facilitates the sharing of decision-making. Everyone involved in the
decision-making process should be held accountable for the results achieved.
Participatory decision-making has the potential to improve decision quality, facilitate
decision acceptance and implementation, boost employee morale, increase commitment and
teamwork, build trust, help employees and leaders acquire new skills, and increase efficiency.
When many people are involved, several options can be put forward and analyzed. This
often leads to innovative solutions. Autonomy can be developed, better decisions can be
made compared to centralized management. Trust in the organization also increases so that
employees understand the complexities of management.
There are some pointers suggested by pioneers of shared (participatory) decision-making
as follows:
1.
Start small and go slow.
There is ample evidence that lessons can be learned for adopting innovations. Therefore,
participatory decision-making is more succeeds when it starts with small steps rather than
"sweeping changes" that seem alien. The trick is to analyze the needs of the group or
organization and adapt the selection process to local circumstances. Components can be
added when employee placement is ready.
2.
Agree on the special arrangement.
There is no "single" truth about how collective decisions are made. It depends on what is
desired from a relationship. Many organizations develop one decision-making group or use
another. If there is no mandate, it can be decided who participates. The size of the group can
vary from nine to seventeen people, as long as the group is ensured to be represented. Next,
determine how decisions will be made (majority vote or consensus) and who will make the
final decision on the issues involved.
3.
Clear procedures on roles and expectations.
Employees must understand the steps and procedures to follow before making a decision.
Process ambiguity creates confusion, which leads to fragmentation of actions. At the same
time, clarity in the process of empowering group members also requires understanding
whether they are involved in decision-making or only as input generators. This weakens the
group's morale to take decisions only for itself.
4.
Build trust and support.
When there is no trust and respect between employees and superiors, it is certain that shared
decision-making is not acceptable. So don't reject group solutions or leave the decision to the
group of co-decision makers.
Practice Questions:
1.
Explain what is meant by the Rational decision-making model.
2.
Explain what is meant by the intuition decision-making model.
3.
What is Heider's Balance Theory?
4.
What is Newcomb's ABX theory?
5.
Discuss with your peers what is meant by participatory decision-making.
