Gresham’s law of planning pontificates that a manager that balances programmed activities (routine decision-making for repetitive tasks) with non-programmed activities (unique non-routine situations) and does not allow one practice (routine decision-making) to dominate the other provides consistency to the employees. Undoubtedly, high levels of participation increase the problem solution facet of decision making. However, as the theory of participation in decision making suggests, if the task is too specialized and performed on a large scale, decentralization creates inefficiencies and creates barriers in large multinational organizations. Therefore, as a manager to provide consistency, the involvement level is based on the type of decision …show more content…
The process consists: (1) assessing the situation by outlining the problem and opportunities (2) develops objectives and establish specific criteria and assign a “weight” (3) Create alternatives by reviewing previous solutions and crafting innovative resolutions. (4) Examine the alternatives by defining the intended results and their feasibility. (5) Select the alternate decision (6) Implement the decision and adopt it to the organization’s strategy by establishing a sequence of action and following by delegation of tasks and resources (7) Analyze the results to measure the effectiveness. For managers, the extent of the involvement of employees fluctuates on each step of the decision-making process; more importantly, manager must emphasize group involvement in the step of idea generation. According to Michael Hitt, studies demonstrate high involvement in creating alternatives, implementing strategies, and assessing results was related to higher levels of satisfaction and work group