If The Decision Makers Are The People Who Will

If The People Who Make The Decisions Are The People Who Will Also Bea

If The People Who Make The Decisions Are The People Who Will Also Bea

"If the people who make the decisions are the people who will also bear the consequences of those decisions, perhaps better decisions will result." John Abrams, The Company We Keep: Reinventing Small Business for People, Community and Place We have all suffered the effects of poor decision-making by a boss. Often the bad decision was made in haste or without regard to the impact it would have on those who had to live with the decision. What is one of the worst decisions you have had to deal with in the work environment? What was the short term impact? What was the long term impact? Instructions: should be at least 250 words & APA

In many organizational settings, decision-making quality significantly influences overall company health and employee morale. One of the most detrimental decisions I encountered involved the sudden sudden reduction of staff without proper planning or communication. The decision was primarily driven by cost-cutting measures in the short term, leading to immediate financial savings for the organization. However, the long-term repercussions proved far more damaging, affecting both operational efficiency and employee trust. Many employees who remained were overburdened, leading to burnout and decreased productivity. The abrupt layoffs also fostered a climate of distrust and insecurity, which persisted long after the initial decision was made.

In the short term, the decision appeared beneficial as it reduced payroll expenses, temporarily improving the company's financial statements. This quick fix, however, masked underlying issues such as poor planning and lack of strategic foresight. Employees felt demoralized and undervalued, which negatively impacted morale and performance. Communication gaps exacerbated the situation, leading to rumors and fear that further eroded workplace harmony. The immediate financial benefits did not compensate for the decline in workplace cohesion or the increase in errors and decreased customer satisfaction resulting from overworked staff and reduced innovation.

The long-term impacts of this decision were even more severe. Over time, the organization struggled to meet its strategic goals due to decreased productivity, high employee turnover, and difficulty attracting new talent who doubted management’s commitment to their well-being. Customer satisfaction declined, damaging the company's reputation and market share. Moreover, the loss of institutional knowledge due to layoffs made it more challenging to recover and innovate. This experience highlights the importance of considering the broader implications of decisions and the necessity of involving those who will be affected in the decision-making process.

Research indicates that participative decision-making improves organizational outcomes by fostering commitment and understanding among employees (Vroom & Jago, 1988). When decision-makers bear the consequences of their choices, they are more likely to weigh long-term impacts and ethical considerations, leading to more responsible management (Gill & Roberts, 2019). In contrast, decisions made in haste or without regard to their impact can have profound, lasting negative repercussions on both organizational performance and employee well-being. These lessons underscore the importance of transparent, inclusive, and well-considered decision-making processes in fostering sustainable success.

References

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