Why does decision making always have to be judgmental and uncertain? Can we have a better way to leverage employee brain power?
When we think about large, monolithic, matrix organizations, it instills a sense of discomfort for Gen X & Y employees. There is a lot of passion to achieve their notion of success, create a niche for themselves and break a leg or two in the process.
But it seems to be a formidable task when it comes to navigating a large matrix organization because the decision making is so distributed and convoluted that they get lost in translation.
Also, the new generation of workers tend to get bored and demotivated with mundane tasks that are unavoidable in any job function. But the mix of interesting and invigorating work triumphs the mundane work but these days that is seen very less in most jobs and the economy is certainly not helping.
When it is a top-down approach in decision making, which is at least 80% of the time in most large organizations if not more, managers tend to take direction or orders than challenge the decision makers. This transcends to a culture of authoritarian workmanship rather than free style thinking and vetting of ideas that is simply against the thinking of Gen Y workers.
An employee's passion (typically) goes out of the window when they are not heard and that happens repeatedly. It is given, in this case, that communication is not a barrier which might sometimes lead to that problem. The people who work on the ground day-in and day-out, sometimes have a better grasp of reality and that is not realized and leveraged by the top decision makers.
Decision making becomes less trivial and more uncertainty associated to it.
Organizations, and people within them, are getting more conservative in taking bold risks and challenging status quo. Leaders and decision makers very rarely put the company ahead of themselves due to lower tolerance towards failures in this economic condition.
When risk taking is looked down, there is less motivation to excel in the lower rungs of the company and hence less chances of being innovative and out-of-box.
The more authority and accountability is delegated to the lower layers, the better the data that boils up to the leadership for successful decision making. It will simply help reducing uncertainty in