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Essay / Research Paper Abstract
This 10 page paper considers the value of participative decision-making processes and if they can add value. This is assess by looking at four different examples of the practice within the UK. Included are the examples of Nissan, BMW Rover, Philips and the Liverpool Chinatown Business Association. The bibliography cites 7 sources.
Page Count:
10 pages (~225 words per page)
File: TS14_TEpardec.rtf
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Unformatted sample text from the term paper:
an outcome in a potentially democratic and may be associated by some with collectivism. However, the traditional model of conflict does not have to the be model that is followed
where there is value of increased input for participative decision making. If a decision outcome is only as good as the input and the processes then a greater level of
input may increase the quality of the decision. On the negative side increased delays required due to participation system ma also be detrimental in some circumstances where even a bad
decision made quickly is favourable to a delay (Thompson, 1998). Therefore, participative decision making may be seen as potential positive or negative. IN looking at this we can consider
several different cases where participative decision making can be observed at different levels. A useful model that can be utilised to demonstrate
the way in which this co-operative may be seen to occur can be gained from Storey and Bacon (1993). This can be seen to clearly demonstrate that there are many
aspects to collectivism and participation that can add value to an organisation. This model divides the employment relationship into three different areas, and recognised the way in which there
may be an interaction between them all by way of 8 different models of interaction with only one of these models consisting entirely of the individualist approach, and the majority
being a combination of both approaches in different formats and on many occasions the introduction being a reflection of the management culture and values (Parnell and Crandell, 2001).
In may ways this development of participation in decision making has emerged with companies such as Nissan, a Japanese company where there is a
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