Still, the decisions are made by the executives, with little emphasis on the input which could be provided by the employees.
In order to better assess the decision making process at Onetech, it is appropriate to analyze it through the lenses of the rational decision making model. This model consists of a series of stages which have to be undertaken in order to achieve the proper decision. These steps refer to the following:
The identification of the problem or the opportunity
The collection of information relevant to the problem or opportunity
The analysis of the situation
The development of options
The selection of the preferred alternative, and last
The acting upon the decision made (The Happy Manager, 2011).
At each of the steps just mentioned, specific issues are addressed. For instance, in terms of identifying the problem or opportunity, emphasis is placed on the identification of the problem. Does a problem in fact exist and does it need solution? Is the company presented with an opportunity it can seize? At this level, it is crucial to select those issues which raise real problems and opportunities and to distinguish them from other issues which do not need a solution and a decision.
In the current scenario of moving from a publicly funded company to a self-funded one, Onetech has proved well able to identify the existent opportunity and it is striving to seize it.
At the level of the second phase -- the collection of information -- the emphasis falls on three specific sets of information: those which are relevant for the decision to be made; those which are needed before making the decision and those which help the organizational players in making the right decision.
The collection of data at Onetech is quite improper, especially when considering the magnitude of the change process proposed. Specifically, the organization is using mostly the external environment in the collection of data and correlates it with the internal features of the budget. For instance, the company has allocated a budget based on the challenges raised by the external environment and the need to succeed within the external environment. The data collected from within the company is however scarce and the most relevant example is offered by the state of the employees.
The executives seldom integrate the employees in the decision making process. They argue that this involvement is necessary, but fail to actually implement it.
"Tom believes in involvement of all parties in meetings therefore all of the project team are asked to attend the meetings. Tom tends to take the lead and team members often feel they are not given the opportunity to speak. Employees therefore often fail to engage in the meetings" (case).
This situation translates into the organizational inability to capitalize on the input and valuable expertise of the employees. On the one hand, this reflects HRM problems that have to be addressed in order for the firm to succeed in its change process, but also the existence of weaknesses in the decision making process.
In terms of problem analysis, the focus falls on the identification of the alternative courses of action available for the firm and the potentially different interpretation of the information available. Fourth, the development of options refers to the generation of possible options, with the primary demand for the decision maker at this stage being that they...
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