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Matching Leadership to the Situation
Published in Tristan William Casey, Mark Anthony Griffin, LEAD Safety, 2020
Tristan William Casey, Mark Anthony Griffin
And finally, in situations where changes are being devised or implemented, such as new technologies, work processes, or systems, leaders must use an approach that emphasises the role of participative decision-making, whereby workers are given an active role in contributing to the nature of the change. This approach is essentially ‘transformational’ in that advanced influencing and persuasion skills are drawn on to capture attention and mobilise effort through tapping into internal motivation (or ‘want to’ motivation rather than ‘have to’).
Knowledge Sharing and Learning Capability
Published in Hamed Fazlollahtabar, Knowledge Engineering, 2020
Participative decision making refers to the level of influence employees have in the decision-making process. Organizations implement participative decision making to benefit from the motivational effects of increased employee involvement, job satisfaction and organizational commitment.
Developing a quality function deployment model for the Ethiopian leather industry: Requirements and solutions under linguistic variables
Published in Journal of Industrial and Production Engineering, 2023
Sisay Addis Filketu, Yeneneh Tamirat Negash
Top management commitment has been identified as the primary requirement for QIR [14,29]. Bhatia and Jakhar 29 underscored that such commitment necessitates that without clear and consistent quality leadership, quality cannot succeed. Moreover, Sinha et al. 30 noted that top management must work under a quality-focused management philosophy and be personally responsible for establishing and enforcing QIR. Top management plays a crucial role in transforming an organization’s culture by providing employees with leadership responsibilities and motivating and instilling them with positive values such as praising quality citizenship [14]. Addis et al. 1 also argued that if a working culture is structured with a top-down hierarchical nature, then employees rely on top management to make decisions, and production functions are isolated from the quality function. Baye and Raju 3 particularly emphasized that the lack of top management support for participative decision making is the main factor in several organizations that have failed to implement QIR. In this context, top management commitment is considered one of the requirements for successful quality improvement.
Choosing By Advantages incorporated framework for a user-involved design process
Published in Architectural Engineering and Design Management, 2018
Zoya E. Kpamma, Theophilus Adjei-Kumi, Joshua Ayarkwa, Emmanuel Adinyira
A construct is complete if it fulfils the problem requirements it was meant to solve (Hevner et al., 2004). CBAUF was intended to solve the problem of setting a stage to improve collaboration between designers and users towards discovering and meeting project values in design. CBAUF was, thus, required to incorporate a participative decision-making system to stimulate consensus in the design process. The problem of limited strategies for stakeholder engagement in design process, resulting in the need for a solution, such as CBAUF, has been demonstrated in literature and the cases studied.
Digital disruption of the AEC industry: technology-oriented scenarios for possible future development paths
Published in Construction Management and Economics, 2018
Rita Lavikka, Johanna Kallio, Thomas Casey, Miimu Airaksinen
A key uncertainty is the potential collaborative participation of end-users and communities in activities related to the design, construction and maintenance of a built environment (U2). Increasingly, city planning and design are becoming distributed. Participative decision-making is becoming more common, and co-creation and crowdsourcing frameworks are emerging.