Introduction
AccordingtotheresearchandanalysisofProfessorBettinoftheUniversityofWashington,mostleaders’decision-makingmodelscanbedividedintofivemajormodels,buteveryleaderhastheirhabitsorSomeofthepreferreddecision-makingmodesareappropriate,andsomearenotnecessarilytheapplicationofappropriatedecision-makingmodes.Thisisrelatedtothetimingandnatureofthedecision.
Decision-MakingMode
(1)"L"Decision-makingMode
TheL-shapeddecision-makingmodeistheleader’sdecision-makingonthismatter,basedentirelyonhisownTheunderstandingandinformationofthematterisbasedonhisexperienceandknowledgetomakedecisions,andhedoesnotdiscussorsolicitopinionswithrelevantsubordinatesatall.Confidentleaders,orthinkthattheirsubordinatesareincapable,orarenotusedtosubordinates'participationindecision-making,allliketousethisdecision-makingmodel.ThisL-shapeddecision-makingmodeldoesnotinvolveemployeesatall,letalonediscussingwithemployeesthroughthedecision-makingmodeltoimprovetheirabilities.Supervisorswhoareaccustomedtothisdecision-makingmodeltendtoleadarbitraryleadership.Theyusuallykeepadistancefromtheiremployees.Fromtheperspectiveofleadershipcontrol,thisistheworstdecision-makingmodel.Butsometimes,duetotimeconstraints,theleaderisforcedtoadoptthisdecision-makingmodel.Iftheleaderdoesnotfullyunderstandthematter,thentheL-shapedmodelwillriskdecisionfailure.
(2)"LI"decision-makingmodel
IntheLI-styledecision-makingmodel,whenaleaderfacesadecision,hewillselectivelyaskemployeestheirviewsonsomeissues,butnotLetemployeesknowthepurposeoftheinquiry,andthenmakedecisionsbasedontheinformationtheyhaveobtained.Fromtheperspectiveofparticipatorymanagement,theLIdecision-makingmodelhasonly10%participation.Itismainlyleaderswhomakedecisionsbasedontheirownknowledgeandintelligence.Ifthequalityandcorrectnessofthedecisionarecritical,andtheleaderlackssufficientknowledgeaboutthedecision,neitherLnorLIisthemostidealdecision-makingmodel.
(3)"LC"decision-makingmode
TheLC-typedecision-makingmodeisthattheleaderfindsseveralsubordinatesseparatelyandasksfortheiropinionsonthedecision.TheleaderwillexplainfirstThepurposeanddifficultiesofdecision-making,anddiscusswiththesesubordinateswhatisthebestsolution.AlthoughtheLC-typedecision-makingmodelisonlydiscussedseparatelywithafewsubordinates,becausetheleaderwillproposedifficultiesandexplanationsofthedecision-makingpurpose,thislevelofparticipationisabout50%,whichcanberegardedasarelativelydemocraticandparticipatoryleadership.Thetrainingandnurturingofpeoplecanalsoplayarole.ComparedwithLandLI,theLCdecision-makingmodelwilltakemoretime,butifthiscanbeexchangedformorecorrectandappropriatedecision-making,andthegrowthofthestaff'sability,itisworthsacrificingasmallpartofefficiency!
(4)"LCT"decision-makingmode
TheLCTmode,whenleadersneedtomakeadecision,theywillfirstconveneameetingwithrelevantsupervisors,firstexplaintothesupervisorsthepurposeanddifficultiesofthedecision,andaskeachThesupervisorsputforwardtheirownopinionsanddecision-makingsuggestions.Inthemeeting,theleaderonlyplaystheroleofencouragingspeechandguidingthediscussion,sothatdifferentopinionscanstirupbetteropinions.Finally,theleadercombineseveryone’sopinionsandaddshisownin-depthMakeadecisiononlyafterthinkingaboutit,andexplainthefinaldecisionandreasontotherelevantsupervisorwhoprovidedadvice.
TheLCTmodel,althoughittakesalotoftime,butthisdecision-makingmodelfullycommunicatesfromtoptobottomandallemployeesparticipate,whichisofgreathelptotheformationofteamworkandhasthebesteffectonthegrowthofemployeecapabilities.Thismodel,throughthebrainstormingmethod,canfindabettersolution,andbecauseeveryoneparticipatesinthediscussion,theresultsofthedecision-makingarebornebyeveryone,andeveryoneiswillingtosupportthisdecisionwithalltheirstrength,andtoimplementthedecisionthoroughly.Tothedecisiverole.Forcomplexandunregulatedissues,LCTisthebestdecision-makingmodel.
(5)“T“decision-makingmode
Tmodeisamodeoffullparticipation.Theleadercompletelydelegatestheformationofdecision-makingtotheteamandfullysupportsitThefinaldecisionoftheteam.SincetheTmodeisajointdecision-makingbyallmembers,itmaytakealotoftimeandwillbeinefficient.However,thismodeisthemostacceptabletoeveryoneandiswillingtogivefullsupportandhasthehighesteffectiveness.Ofcourse,thisdecision-makingmodelalsohastheriskofdecision-makingerrors,becausethedecision-makingresultsaredeterminedbytheteam.Ifyourteamdoesnothaveenoughcentripetalforceandrecognitionofthecompany,employeesarelikelytoonlyconsidertheirownposition,regardlessofthecompany'spositionandthecompany'sinterests.,Especiallywhenthisdecisioninvolvesthevitalinterestsofemployees,itismorepronetobiaseddecisions.TheTmodelisthemostdemocraticdecision-makingmodelandthemodelwiththehighestemployeeparticipation.However,thismodelisliketheLmodel.Itisalsoanextrememodel.Itiseasytobepartiallyignoredbytheleadersoftheirownmanagementresponsibilities.Inthenameofauthorization,theycompletelyletemployeesgo.makeadecision.