Malik recommends due deliberation with regard to two kinds of decisions: person-
nel decisions and decisions affecting remuneration systems.
What is even more important than the decision is its implementation. Effective
management stresses the use of proper decision-making tools such as follow-up and
follow-through. “In the beginning of the decision-making process it must be
considered which people will be confronted with the decision’s implementation.
One has to let those employees know, so that they are prepared for potential
scrutiny and can handle all issues of the process efficiently” (Malik 2001, p. 209).
Resolutions are made reality by means of timely execution and responsible
employees.
- Disagreements regarding a task or decision must always be discussed openly.
Effective managers should also be suspect when a consensus is too quickly reached,
as this often means certain aspects have either been ignored or misunderstood.
Malik offers the following seven steps to aid in decision-making: - The precise identification of the problem
- The specification of the requirements the decision must fulfill
- Working out all alternatives
- The analysis of the risks and consequences for each alternative and the definition
of the framework conditions - The solution
- Implementation of the decision, including the use of feedback, follow-up and
follow-through - A multiple-party or multiple-employee decision style is characteristic of most
companies. From an ideological point of view or for the purposes of motivation,
the decision-making process must use all possible knowledge within the com-
pany, as Malik points out. As such, the persons playing key roles in the
implementation of the decision should be able to participate in the process. In
this way, a holistic and multi-layered understanding of the problem and its
possible solutions is ensured. Yet the decision itself must ultimately still be
made by the manager who will bear responsibility for it.
Fourth Task: Supervising
The most unpopular and most disputed task is, according to Malik, that of supervi-
sion. Many management personnel shy away from supervision, and it also seems to
have gone out of style. Nonetheless, the management bears responsibility and
therefore must examine whether decisions are implemented effectively. All
situations have to be taken into account to decide if the strategy is acceptable or
needs to be changed. The manager can be compared to the captain of a ship. The
captain is accountable for all crew members (employees), the course charted and for
the ship’s arriving at its destination in a timely manner. While it is true that
supervision can be harmful to motivation, it certainly doesn’t have to. Though in
the eyes of many employees, supervision is a nuisance perpetrated by their
superiors, ideally it should be an indication of the latter’s interest and sense of
responsibility. A detailed report or evaluation cannot replace a personal inspection.
Furthermore, supervising does not mean doing away with personal independence; it
2.1 The Craft of Leadership 37