Assignment 7: Effective Decision Making - Two-Page Minimum

Assignment 7 Effective Decision Makingtwo Page Minimum Double Spaced

Assignment 7 - Effective Decision Making Two page minimum double-spaced, not including the Decision Tree enclosure and reference page. Chapter 8 - Chapter Case p. 179 You are the operations manager for a large consulting business. Recently, the organization has had immense growth, resulting in the need to hire fifteen additional consultants and two support staff and to invest funds in expanding office space and equipment. Currently, you are determining whether or not to implement a flextime schedule with all your consultants. The consultants could work from home up to three days per week. Answer the following questions: Using the Vroom-Jago model, determine how this decision should be made. Which organizational, group, and individual causes of resistance to change might you be concerned with? Discuss at least two from each category. Based on the concerns you listed, how would you address these issues with your employees? Design a decision tree for this situation.

Paper For Above instruction

Introduction

Effective decision-making is a crucial aspect of organizational management, especially in rapidly growing companies where changes such as flexible work arrangements can significantly impact operational efficiency, employee satisfaction, and organizational culture. This paper applies the Vroom-Jago model to analyze the decision of implementing a flextime schedule and explores potential resistance to change from organizational, group, and individual perspectives. Strategies to address these resistances are also discussed, along with a decision tree to depict the decision-making process comprehensively.

Application of the Vroom-Jago Model

The Vroom-Jago model emphasizes participative and autocratic decision-making styles based on the context and level of employee involvement required. The model involves seven leadership decision modes, ranging from autocratic I (AI), autocratic II (AII), consultative I (CI), consultative II (CII), group-based (GII), to collaborative (GIII). Determining the appropriate mode depends on aspects such as decision significance, expertise, competencies, and the importance of team commitment.

In this scenario, the decision to implement flextime involves multiple considerations. Given the growth in organization size and the need for operational cohesiveness, a collaborative approach (GIII) might be appropriate if the decision has substantial impact and employee input could improve acceptance. Alternatively, if rapid decision-making is necessary and employee consultation is less critical, a consultative or autocratic approach might suffice. Based on the specifics, a GII mode—where the manager consults with team leaders or key stakeholders before reaching a decision—may balance inclusion with efficiency.

Potential Resistance to Change

Resistance to change can stem from organizational, group, and individual causes, each significant in affecting the success of implementing flextime.

Organizational causes include:

1. Loss of control over schedules—management may fear reduced oversight of employees' work hours.
2. Implementing new policies might disrupt existing workflows and organizational routines.

Group causes include:

1. Peer influence—employees may fear being perceived as less committed if they work flexible hours.
2. Group cohesion concerns—teams heavily reliant on synchronous collaboration may resist changes that affect coordination.

Individual causes include:

1. Fear of reduced job security—employees might worry that working from home could jeopardize their positions.
2. Resistance due to personal comfort—some employees may prefer traditional work schedules for familiarity or productivity reasons.

Addressing Resistance to Change

To mitigate these resistances, transparent communication is essential. For organizational concerns, providing data on productivity and accountability measures can help reassure management. Engaging group leaders in planning can ease peer and team cohesion fears. For individual concerns, offering training on remote work tools and clarifying job security policies can reduce anxiety.

Furthermore, involving employees in the decision-making process through surveys or pilot testing can increase buy-in. Clearly articulating the benefits of flextime, such as improved work-life balance and potential productivity gains, fosters positive attitudes toward change.

Designing a Decision Tree

The decision tree begins with assessing whether organizational readiness exists for flextime. The first node questions whether key stakeholders support implementing the change. If yes, proceed to evaluate employee readiness and gather input. Next, determine if the organization can support remote work infrastructure. If all conditions are favorable, deploy a pilot program, monitor outcomes, and decide on full implementation.

If resistance or logistical issues arise at any point, different branches of the tree suggest strategies such as increased communication, stakeholder engagement, or revising policies before moving forward. This structured approach ensures systematic evaluation of factors influencing the decision.

Conclusion

Applying the Vroom-Jago model facilitates an informed, participative approach to decision-making regarding flextime implementation. Recognizing potential sources of resistance at organizational, group, and individual levels enables managers to proactively develop strategies for mitigation. The decision tree provides a clear visual guide aligning decision phases with organizational goals and stakeholder engagement, ultimately supporting successful organizational change.

References

• Vroom, V. H., & Yetton, P. W. (1973). Leadership and Decision-Making. University of Pittsburgh Press.
• Lewin, K. (1951). Field Theory in Social Science. Harper & Brothers.
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• Beatty, R. W., & Schneier, C. E. (2018). The influence of remote work on organizational change. Journal of Organizational Development, 43(2), 101-115.
• Appelbaum, S. H., et al. (2017). Managing organizational change: A multiple stakeholder perspective. Journal of Change Management, 17(4), 268-278.
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