It is a common aspect that many of the western organizations do not involve the subordinates in running their matters, but indeed, they are left to implement the mind of the managers. Decision making by the management discourages the employees since they feel not part of the company, and they may be reluctant while at work, which is one of the leading causes of failure in many businesses. It cannot be assumed that all the western companies have leaders as the decision makers because there are major firms that involve their employees is the daily running of issues, which brings much-needed success. When subordinates do not participate in decision making, they lose connections (Miller & Lee, 2001) with the managers, and the communication is affected since they will rarely channel to the top management what activities are taking place in lower levels of operation.
The best way to make the business successful is to have open communication (Chini, 2006) between all levels of management and the subordinates. Sharing of ideas ensures the current activities taking place in the company are understood by all the stakeholders, which results in smooth operations. A good manager should not make the subordinates to implement their minds, but they should liaise with them to understand all their views and factor them in the decision making (Iverson, 2000). Involvement of subordinates makes them feel part of the firm and will put all their efforts for better performance.
The best way to manage an organization is to have management divided into levels such that there is junior, middle, and top management. The junior managers should have constant interactions with the subordinates and act as channels for employees to reach the top managers (Emerson, 2009). If possible, the management should have open communication with the employees since individualism reduces the number of ideas available for making decisions. The best control procedure is for the managers and subordinates to work as a group and carry out the best-fit decisions.
References
Chini, T. (2006). Communication Skills for Effective Management. Asian Business & Management, 5(4), 559-561. http://dx.doi.org/10.1057/palgrave.abm.9200203
Emerson, B. (2009). A Managers Guide to Coaching: Simple and Effective Ways to Get the BEST out of Your Employees. Human Resource Management International Digest, 17(5). http://dx.doi.org/10.1108/hrmid.2009.04417eae.002
Iverson, K. (2000). Managing for Effective Workforce Diversity: Identifying Issues that Are of Concern to Employees. Cornell Hotel And Restaurant Administration Quarterly, 41(2), 31-38. http://dx.doi.org/10.1177/001088040004100214
Miller, D. & Lee, J. (2001). The people make the process: commitment to employees, decision making, and performance. Journal Of Management, 27(2), 163-189. http://dx.doi.org/10.1177/014920630102700203
