Abstract
When employees are encouraged to take part in the decision-making process of an organization, they are likely to pick an expert and individual position out of various choices. This dedication among employees prompts a wider range of efficiency since employees take part in various activities in different departments of the organization. The dedication and desire among employees to take part in decision making are also based on their need to realize success. Additionally, engaging employees in decision-making expands their obligations and improves their expertise.
Decision Making
When employees are encouraged to take part in the decision-making process of an organization, they are likely to pick an expert and individual position out of various choices. This dedication among employees prompts a wider range of efficiency since employees take part in various activities in different departments of the organization. The dedication and desire among employees to take part in decision making are also based on their need to realize success. Additionally, engaging employees in decision-making expands their obligations and improves their expertise.
Organizations utilizing their employees as a part of the primary leadership spare time and resources as opposed to organizations that outsource their decision-making strategies. In fact, depending on individuals who know the organization’s partnerships better could result in better choices that promote prosperity. Outsourcing from external firms can prove costly and time-consuming during the overhauling of experts working in various departments of the organization.
The Clifton StrengthFinder is effective in measuring the availability of talents in themes that Clifton categorized into 34 general areas (Clifton, Anderson & Schreiner, 2006). Clifton’s tool is a test aimed at assessing individual’s ability to assess their qualities in a better manner. StrengthFinder permits individuals to recognize ranges of their best potential for developing quality. The test accomplishes this activity through a series of inquiries that are effective in measuring reoccurring examples of the person’s thought to distinguish the ability to make judgments. By identifying these zones, StrengthFinder enables people to concentrate on their strong attributes to attain a higher level of center instead of putting emphasis on their shortcomings.
Different Strength in Employees
Employees have more power in participating in decision making in various organizations. Strengths such as confidence, respect for one another, ability to multitask, patience, empathy, and having a positive mind are effective in enabling employees to come up with the best and effective decisions.in fact, these strengths enable employees to make the right choices that go a long way to solving various problems encountered within the organization. According to Shapira (2011), decision making is one of the important fundamental aspects of every organization seeking to attain its objectives.
Decisions that dependent mostly on sound deductions and the foundation of learning can lead the organization into achieving its key objectives. On the other hand, choices made on the basis of poor reasoning and deficient information can result in poor outcomes that cripple organization’s success. Similarly, dreadful decisions can also yield inadequate levels of success. Setting on these options must be the choice of every organization and be made in a favorable manner. By far, employees use their strengths to make extraordinary decisions that promote proper operations and ensure sustainable growth and performance.
Flexibility and Patience Strength
In this case, it is significant to take into consideration two employees that have differing strengths when it comes to making decisions and taking corrective actions in every situation. In many organizations, decision-making approaches take different dimensions. However, all business flexibility and patience are great strengths that improve the employee’s ability to make sound decisions that are suitable for promoting business success. Fortunately, flexible employees are able to accommodate other people’s ideas instead of sticking to their personal point of view. Patience also enables individuals to wait for the results of the implemented decisions.
Problem-solving in decision making
Making decision begins with the identification of a problem within the organization. Problem-solving is a significant strength that improves employee ability to come up with the best decisions. Process and choice are two crucial sections of problem-solving (Kourdi, 2011). The procedure of solving a problem requires a specific framework whose role is to address issues and problems that manifest themselves within a given scenario. Many organizations fail to put such frameworks into place.
In such cases, proprietors, directors, and stakeholders are likely to rush into making uninformed decisions as a means of solving the problem. Such state of things is inadmissible especially for organizations whose desire is to survive in a competitive and volatile business environment. In a group, employees can solve a problem by capitalizing on their strengths to make decisions based on their requirements. These requirements may involve making changes to some processes. The strength of flexibility enables the creation of an environment for change introduction with minimal resistance among employees. In most situations, employee groups are called upon to make arrangements for adapting to changes within the business environment in order to come up with the best recommendations for solving various problems encountered regularly.
Patience as a strength of making decisions among employees
The present business environment varies from the past decades in the sense the former is more convoluted and powered by several questions. Each organization should consider the patience of producing results, developing the best teams, and creating a standard work environment that is effective in securing the possible results. However, in many cases, employees are pressed to do accomplish more with limited time. In this case, the lack of patience makes the employees come up with decisions that are less effective, making the work environment a disappointing one. Extra patience on decision making can allow room for employees to brainstorm and assess the situation before coming up with the best choices that can deliver success.
The old adage that ‘patience is temperance’ is applicable in decision-making processes. This implies that if organizations should achieve lean decisions, they should endeavor to practice persistence (Denant-Boemont, Diecidue, & l’Haridon, 2017). For organizations, making proper decisions entails taking into consideration the aspect patience. Particularly, patience and persistence for an organization are always on trial since seeking to convert decisions into the desired results in haste is the hope for everyone. However, such a move can be a blunder since the adoption of decisions requires time for integration and implementation to solve the problem at hand.
Developing employees that portray unique strengths
It is important to name the advantages that accompany different strategies. Naming each power allows and asking employees how they might be applied to a project is essential. It is also important to employ individual strength with the aim of achieving the entire objectives of the team. Supporting the team toward the understanding of every individual’s strengths and the manner with which utilizing talents to improve skills can help in developing employees with different strengths. In fact, combining different strengths enables the employees to face a challenge from different perspectives, eventually making effective choices. Furthermore, assigning individuals projects based on their strengths helps in increased practice and perfection. The leadership should also consider intentionally assigning tasks based on the weaknesses of the employee in order to assess their ability to adapt and adjust to new situations.
Developing employees with unique strengths also implies helping them to align their observed strengths with the organization’s objectives and expectation levels. Developing training opportunities and growth opportunities for employees ensures that problem-solving and decision-making skills are also enhanced among employees. However, training programs should begin with informing the employees that they have certain strengths that they need to nurture and develop to attain their objectives. This initiative serves as a form of encouragement that eventually motivates employees to seek means of actively discovering their strengths. Team members should be encouraged to play the role of ‘strength advocates’ in order to help peers in realizing and exploring their talents. Finally, allowing employees to accomplish the StrengthFinder test by incorporating developmental coaching will put them in a position of understanding their strengths and weaknesses.
- Clifton, D. O., Anderson, E., & Schreiner, L. A. (2006). StrengthsQuest: Discover and develop your strengths in academics, career, and beyond. Washington, D.C: Gallup Organization.
- Denant-Boemont, L., Diecidue, E., & l’Haridon, O. (2017). Patience and time consistency in
collective decisions. Experimental Economics: a Journal of the Economic Science Association, 20, 1, 181-208. - Kourdi, J. (2011). Effective decision making: 10 steps to better decision-making and problem-solving. London: Marshall Cavendish Business.
- Shapira, Z. (2011). Organizational decision making. Cambridge: Cambridge University Press.
