Download PUA 5301Unit IV Case StudyColumbia Southern University PUA 5 and more Lecture notes Accounting in PDF only on Docsity! PUA 5301 Unit IV Case Study Columbia Southern University PUA 5301- Organizational Theory Unit IV Case Study Introduction Different decision-making strategies may be observed in various organizations. The methodology is chosen depending on the organization's structure, culture, company strategy, and business management approach. I have picked the following strategies to improve communication within a small team or group. First is the decision-making tree (Emeagwali, 2017). We can give a visual assist while analyzing the many stages of potential solutions with ambiguous results by employing the decision-making tree. This is where the six mid-to-high-level managers will be shown the various approaches of solution. Another strategy employed is multi-voting (Emeagwali, 2017). This is where every group member's or manager's list of ideas is collected. These suggestions will be compiled and chosen for the final three decisions. They will choose the concepts that they believe are most significant or valuable to the firm. The group's votes will be tallied to decide which suggestions are regarded most essential and will be implemented. Supremacy within an organization is associated with various forms and levels of power. However, for you to be able to utilize the incoming most appropriate decision-making procedure, these three sorts of power are the most effective to apply. The first is legitimate power (Lipkin, 2013). This power refers to the official authority or power that has been bestowed upon you as a result of your position. This is acknowledged by your peers since it is outlined with increased duties. This would be predicated on the manager's sanctioned, approved, and elevated status. The authority to lead and govern their subordinates. Secondly, we have reward power (Lipkin, 2013). It is the typical authority to bestow awards such as money, promotions, and employee benefits. This includes incentive systems for successful plans and implementation when goals and targets are met. Thirdly, is expert power (Lipkin, 2013). This is about the power and authority that a manager may wield and exercise over employees based purely on their superior knowledge, competence, and demonstrated ability to execute. This is when proficiency and skill have been demonstrated, and others have been influenced to follow because of the expertise. When we talk about power sources, we often refer to Legitimate Power, Expert Power, Coercive Power, Referent Power, and Reward Power (Lipkin, 2013). These sources of power stem from the benefits and possibilities that come with assuming a role. Expert power is one of the most acceptable power sources in a group context. The term expert refers to the ability to perfectly execute a task effortlessly. It takes time and works to become an expert, but it will eventually earn you respect and admiration from others. The exercise of power refers to asserting control over someone or something. Its component is the actualization of exerting power inside the organization. Conclusion Being one of the managers, I am a member of the decision-making process and contribute to the final choice and execution. However, whenever we have team building for our company, we are often separated into smaller groups. Each group has 15 members, mixing both managers and workers. Each group then chooses a leader, to oversee the group operations. Instead of the supervisors, we often chose one of our personnel to be the leader. At our last team-building exercise, we chose or company secretary who proved to have outstanding leadership skills, combining several leadership skills and beliefs; soliciting our feedback and votes on the best solutions that eventually led to our victory.
