introduction
Selon la recherche et l'analyse du professeur Bettin de l'Université de Washington, la plupart des modèles de prise de décision des dirigeants peuvent être divisés en cinq modèles principaux, mais chaque dirigeant a ses habitudes ou certains des modes de prise de décision préférés sont appropriés, et certains ne sont pas nécessairement l'application de modes de prise de décision appropriés.
Mode de prise de décision
(1)"L"Mode de prise de décision
TheL-shapeddecision-makingmodeistheleader'sdecision-makingonthismatter, basedentirelyonhisownTheunderstandingandinformationofthematterisbasedonhisexperienceandknowledgetomakedecisions, andhedoesnotdiscussorsolicitopinionswithrelevantsubordinatesatall.Confidentleaders, orthinkthattheirsubordinatesareincapable, orarenotusedtosubordinates'participationindecision-fabrication, allliketousethisdecision-makingmodel.ThisL-shapeddecision-makingmodeldoesnotinvolveemployeesatall, letalonediscussingwithemployeesthroughthedecision-makingmodeltoimprovetheirabilities.Supervisorswhoareaccustomedtothisdecision-makingmodeltendtoleadarbitraryleadership.Theyusuallykeepadistancefromtheiremployees.Fromtheperspectiveofleadershipcontrol, thisistheworstdecision-makingmodel. Mais parfois, en raison de contraintes de temps, le leader est contraint d'adopter ce modèle de prise de décision.
(2)Modèle de prise de décision "LI"
IntheLI-styledecision-makingmodel, whenaleaderfacesadecision, hewillselectivelyaskemployeestheirviewsonsomeissues, butnotLetemployeesknowthepurposeoftheinquiry, andthenmakedecisionsbasedontheinformationtheyhaveobtained.Fromtheperspectiveofparticipatorymanagement, theLIdecision-makingmodelhasonly10% participation.Itismainlyleaderswhomakedecisionsbasedontheirownknowledgeandintelligence.Ifthequalityandcorrectnessofthedecisionarecritical, andtheleaderlackssufficientknowledgeaboutthedecision, neitherLnorLIisthemostidealdecision-makingmodel.
(3)Mode de prise de décision "LC"
TheLC-typedecision-makingmodeisthattheleaderfindsseveralsubordinatesseparatelyandasksfortheiropinionsonthedecision.TheleaderwillexplainfirstThepurposeanddifficultiesofdecision prise, anddiscusswiththesesubordinateswhatisthebestsolution.AlthoughtheLC-typedecision-makingmodelisonlydiscussedseparatelywithafewsubordinates, becausetheleaderwillproposedifficultiesandexplanationsofthedecision-makingpurpose, thislevelofparticipationisabout50%, whichcanberegardedasarelativelydemocraticandparticipatoryleadership.Thetrainingandnurturingofpeoplecanalsoplayarole.ComparedwithLandLI, theLCdecision-makingmodelwilltakemoretime, butifthiscanbeexchangedformorecorrectandappropriatedecision-faire, andthegrowthofthestaff'sability, itisworthsacrificingasmallpartofefficiency!
(4)Mode de prise de décision « LCT »
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)Mode de prise de décision « T »
Tmodeisamodeoffullparticipation.Theleadercompletelydelegatestheformationofdecision-makingtotheteamandfullysupportsitThefinaldecisionoftheteam.SincetheTmodeisajointdecision-makingbyallmembers, itmaytakealotoftimeandwillbeinefficient.However, thismodeisthemostacceptabletoeveryoneandiswillingtogivefullsupportandhasthehighesteffectiveness.Ofcourse, makingmodelalsohastheriskofdecision--DÉCISION makingerrors, becausethedecision-makingresultsaredeterminedbytheteam.Ifyourteamdoesnothaveenoughcentripetalforceandrecognitionofthecompany, employeesarelikelytoonlyconsidertheirownposition, regardlessofthecompany'spositionandthecompany'sinterests., Especiallywhenthisdecisioninvolvesthevitalinterestsofemployees, itismorepronetobiaseddecisions.TheTmodelisthemostdemocraticdecision-makingmodelandthemodelwiththehighestemployeeparticipation.However, thismodelisliketheLmodel .C'est aussiunmodèleextrême.Ilestfaciled'êtrepartiellementignoréparlesresponsablesdegestion. etemployeesgo.takeacision.