Administrative Problems Involved in Decision-making

Read Process and Techniques of Decision Making

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Administrative Problems Involved in Decision-making

Some  common  administrative  problems  faced  in  making  decisions  and  implementing them are as follows

Incomplete information regarding the issue and situation

Unsupporting Environment both physical and psychological environment prevents the efficacy of the decision making process

Non acceptance by the sub-ordinate

Ineffective communication

Incorrect timing

Communication

Communication is the most vital ingredient in an administrative organization according to Chester Barnard. In fact, an organization cannot be conceived of without communications.

Pfiffner considers the communication as “the heart of management”, while Millet describes it as the “blood stream of an administrative organization”

It is an antidote to entropy.

Importance Of Communication In Administration

• It  is  no  exaggeration  to  say  that  the  communication  function  is  the  means  by  which organized  activity  like  government  administration  is  unified. Indeed, group activity is  impossible without communication, because coordination and change cannot be effected
• Over the years, the importance of communication in organized effort has been recognised by many authors. Chester I. Barnard, for example, viewed communication as the means by which  people  are  linked  together  in  an  organization  to  achieve  a  common  purpose.
• According  to  Herbert  A.  Simon,  ‘‘Not  only  is  communication  absolutely  essential  to organization,  but  the  availability  of  particular  techniques  of  communication  will  in  large  part determine  the  way  in  which  decision-making  functions  can  and  should  be  distributed throughout the organization.’’
• Peter Drucker has rightly said “Good Communication is the foundation stone for sound administration.”.He defined communication as “the ability of the various functional groups within the enterprise to understand each other and each other’s functions and concerns’’.

Communication Process

Communication in organization is a two-way process. Moreover, it is  a  process that  takes  place  upward, downward and laterally throughout the organisation.

The communication process  as  shown  in  the following  figure,  involves the  sender,  the  transmis-sion of a message through the selected channel and the receiver.

Types of communication

Verbal or Written Communication

• In the case of verbal communication, everything is oral and there is nothing in  black  and  white.  

• The  examples  of  verbal  communication  are  orders  and  face-to-face discussions,  telephonic  talks,  conferences,  interviews,  public  speeches,  whistle  and  bells,grapevine, etc. 

Some of the merit of this form of communication are 

• It is a time and money saving device

• It is comparatively more effective, because there is the instinct of personal touch  in  verbal  communication
• There  is  easy  understandability  in  the  case  of  verbal communication.  Even  if  doubts  creep  in  the  minds  of  any  party,  they  can  immediately  be removed
• It  is  also  more  convenient  to  measure  the  effect  of  communication.

Written communication is always in black and white. 

Examples of written communications are  newspapers,  bulletins,  letters  and  memos,reports  and  forms,  manuals  and  handbooks,posters,  payroll  inserts,  annual  reports,  written grievances,  etc.  

Written  communication  is  the only way out if both the communicator and the recipient  are  far  off,  even  beyond  telephonic range. If the message to be conveyed is lengthy and needs a thorough clarification, written communication would be more suitable, because there will then be lesser chances to miss anypoint. 

Written communications provide a permanent record and can at times be referred to as evidence. This is why policy statements are usually issued in the form of printed documents.

However, in case of written communication everything is to be translated into black and white,  which  is  likely  to  consume  more  time  and  money.  

It  is  not  always  possible  to  reduce everything to writing and there are chances of leakage in the case of written communication.

Delays and red tapism are some of the other drawbacks of written communication.

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Read Also Henry Fayol – Administrative Theory

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Formal and Informal (Grapevine) Communications

Formal  Communications  are  those  that  are  ‘official’,  that  are  a  part  of  the  recognised communication  system  which  is  involved  in  the  operation  of  the  organization.  

These communications may be verbal or written. 

A formal communication can be from a superior to  subordinate,  from  a  subordinate  to  a  superior,  intra-administrative  or  external.  A  formal communication may be mandatory, indicative or explanatory.

In   addition   to   the   formal   channels   of communication  described  above,  there  are  informal  channels  of  communication.  

Informal communication  is  technically  known  as  the  grapevine.  It  takes  place  in  informal  and inter-personal contacts among employees. 

Informal  communication transcends  the  barriers  and  boundaries  of  the  formal  channels.  It  is  multiple  in  nature,  the same person having social relationships with several other persons in the organization. 

It exists outside the official network but continually interacts with the formal communication. A grapevine is structureless and information passes through it in all directions.

Downward, Upward and Crosswise (Horizontal) Communications

• Downward Communication:
  • Katz and Kahn have identified five general purposes of superior-subordinate communication in an organization :
    • To give specific task directives about job instructions;
    • To give information about organizational procedures and practices;
    • To provide information about the rationale of the job;
    • To tell subordinates about their performance;
    • To provide ideological information to facilitate the indoctrination of goals.

• Upward  Communication:
  • Unfortunately, this flow is often hindered  by  administrators  in  the  communication  chain  who  filter  the  messages  and  do  not transmit all the information—especially unfavorable news—to their bosses.

• • Crosswise Communication:
    • A  communications  scholar  has  summarized  four  of  the  most  important  purposes  of crosswise (interactive) communication
      • Task  coordination 
      • Problem solving
      • Information sharing
      • Conflict  resolution

 

Morale

Morale is used to describe the capacity of the people to maintain belief in an institution or goal or even in oneself.

According to Alexander H Leighton “morale is the capacity of a group of people to pull together persistently and consistently in pursuit of common purpose”

The high morale is characterised by a state of enthusiasm, confidence and spiritedness and the low morale is characterised by lack of interest, diffidence and weakness.

Generally it is believed that high morale will lead to high productivity. However,Prof Keith Davis points out that there is not always a positive correlation between the two. There can be high production with low morale.

Research carried out by Renis Likertindicated the fact that there can be different combinations of morale and productivity as shown in the figure. High morale and high productivity; High morale and low productivity; low morale and high productivity; low morale and low productivity. However in the final analysis the manager has to work to improve the morale of the employees.

High morale makes the work more pleasant and will go a long way in improving the work climate.

Factors affecting morale

Some of the important factors affecting the morale are 

Personnel Management: process & techniques

• According to Chester Barnard, an organization is a set of functions and an assemblage of socially interacting individuals.

• The organization can attain its maximum efficiency when every individual in the organization performs at their optimum level.

• • To ensure maximum efficiency several tools and techniques are used like promotion, process of recruitment, training, grievance redressal mechanism and career development affecting  the morale of the individuals.

Human relations

• Human relations are concerned with all those elements that affect the interpersonal relations having components like leadership, decision making, communication and motivation

• Leadership affects the morale of the organisation.The actions of managers exert a strong influence over the morale of the workforce. Fair treatment, equitable reward and recognition for good work affect morale. Likert’s employee centered leadership goes along with the morality building for workers.

• Decision Making should also be dependent on the situation. For instance, if the organization is populated with mature individuals then the decision should be inclusive and if populated with immature personalities then directive and coercive decisions should be enforced.

• Motivation is directly linked with the morale

• • When an organization is populated with unskilled workers and has to perform standard and repetitive jobs, then top down communication will enhance the morale of individuals. In case of non standardized jobs, the workers will be skilled and mature therefore free flow of communication will sustain high morale of the organisation.

Organizational Environment

• The goal of the organization influences the attitudes of employees if the goals are acceptable to workers to develop a positive feeling towards the job and organization.

• A clear structure with well defined duties and responsibilities encourages people to work with confidence.

• The reputation of the company is the another important factor as it makes the worker more proud and build a spirit of loyalty

• • Poor attitude of co-workers influences others.

Morale And Efficiency

The organization can attain its maximum efficiency when every individual in the organization performs at their optimum level in cooperation with each other.

The organization efficiency is based on 2 factors- Able & Willing

Organizational efficiency is largely determined by the degree of the individuals integration to organization by bridging the gap between the organizational and individual goals.

In Fact it is expressed by many theorists -Fusion by Argyris, transactional influence by McGregor and Integrating Influence system of Likert.

High morality plays a critical role in reducing the differences. On the contrary, low morale builds frustration and leads to divergence of individual and organizational goals.