Employees in Norway Are Complaining That They Have No Input into Decision-Making in Organizations - Essay Example

? Employees in Norway are complaining that they have no input into decision making in organizations Task: Executive Summary This report discerns and recommends that the neglect given to the Norwegian employees in the realms of decision making processes on matters that affect organizations in Norway are amendable. Organizations can make a plan to curb this vice before it affects the involved companies in terms of business. Most organizations in Norway hardly value their employees and bar them from participating in critical judgments. Unfortunately, this phenomenon ultimately affects the productivity of these employees and diminishes the organizations’ performance in return. This reality has led to the witnessed complains posed by the concerned staffs. It exists that poor employee-employer relations ultimately affect the decision making processes and involvement of employees. Additionally, deprived rapport, poor management, pride in the status quo among managers, and inadequate decision-making policies form prime contributors. Several solutions to the problem are suggestible to uproot the vice and solve this complain. These included: Ratification of viable decision-making policies that will elicit employees’ participation in decision making processes. Proper employee-employer relations and suitable management Respect and mutual regards between employees and their seniors Educating the management on the importance of allowing employees to participate on critical organizational processes. Establishment and nurturing of self-managing teams Additionally, it is recommendable that the most appropriate solution to this menace is management training/education on the benefits emanating from the involvement employees in decision-making processes and proper management practices (Portny, 2010). The process will occur in the following protocol: The management crew from varied organizations affected by the complain will meet selection and training on the concerned areas This training will occur at the organizational level and times not affecting the daily duties of employees. The progress of employees’ involvement will require analysis in varied institutions and reported to the concerned authorities. This is better done by employees as prime stakeholder. It is crucial to agree that Norwegian organizations have neglected their employees in decision making issues; nevertheless, it is possible to amend the situation through proper education and other lucrative remedies. Table of Contents 1. Executive Summary……………………………………………………………………….2 2. Introduction………………………………………………………………………………..5 3. Analysis a. Cultural Differences Analysis……………………………………………………..5 b. Problem Solving…………………………………………………………………..8 i. The problem identification………………………………………………...8 ii. Scanning the stage…………………………………………………………8 iii. Categorization stage……………………………………………………….8 iv. Diagnosis stage…………………………………………………………....8 c. Generating Alternative solutions………………………………………………….8 d. Evaluation and Choosing of alternatives………………………………………….9 i. Feasibility………………………………………………………………….9 ii. Quality……………………………………………………………………..9 iii. Acceptability………………………………………………………………9 iv. Cost………………………………………………………………………10 v. Reversibility……………………………………………………………...10 4. Implementing and monitoring the suggested solution…………………………………...10 5. Conclusion……………………………………………………………………………….10 6. Recommendations………………………………………………………………………..11 7. References………………………………………………………………………………..12 Introduction Decision making is a crucial process in any given organization. It is evident that proper management incorporates consultative decision making in which the entire organization’s stakeholder participate. This aspect has not been effective in the Norwegian workplaces. It is evident that top managements in most organizations operating in Norway have neglected the participation of employees in emerging with critical decisions regarding their companies (Bolman & Deal, 2010). This might be detrimental if not considered. It is a problem since it might bar these companies from realizing their full potential. This paper discusses the status of employee participation in decision-making issues in Norway. Additionally, other related issues in this context and viable recommendations are discernible. Complains raised by employees in Norway are critical and demands prompt actions. This will enhance proficiency and diversity in the realms of decision-making, dynamism, and change embracement (Mathis & Jackson, 2010). Organizations need employees’ participation in order to remain buoyant in the marketplace. This ranges from task execution to decision-making contributions mentioned earlier. It is evident that employees deal with ground issues; thus, their involvement in company’s judgments is crucial. The extent to which the Norwegian employees’ participate in critical matters, in the concerned organizations, is negligible. Precisely, planned education, implementation, and evaluation of progress will help the situation (Bizmanualz, 2010). Analysis Cultural Differences Analysis The issues relating to management are massively under the influence of culture. It is probable that the Norwegian culture, compared to other countries, might be discouraging employees’ participation in decision making criterions (Weinstein, 2001). The cultural differences evident in numerous countries usually serve this purpose. Evidently, attitudes and ethical standards might vary substantially among countries. Source: http://www.genderwork.com/services/culturalassessment.html The position of Norway (among the European countries) in the above model supports the noticed claims in the employee aspects (Gender Works, 2011). Their culture might be hindering employees’ involvement in the decision making issues relating to the concerned organizations. Another noteworthy mechanism useful in comparing cultural aspects is the Hofstede model of cultural dimensions. The model identifies five key aspects in the society and strives to compare them culturally. In this context, Norway and Australia are useful as study countries to discern the aspects of culture and how they might influence management in organizations (Sparks, 2010). Source http://www.geert-hofstede.com/hofstede_norway.shtml Source http://www.geert-hofstede.com/hofstede_australia.shtml Power Distance (PDI), Individuality (IDV), Masculinity (MAS), Uncertainty Avoidance (UAI), and Long Term Orientation (LTO), are the five dimensions represented in the Hofstede model (Geert Hofstede, 2009). From the above models, it is notable that feminine gender extensively dominate the Norwegian workplace compared to Australia (Geert Hofstede, 2009), which has escalated figures of masculinity. Feminine communities are hardly loud and outspoken, which might be the cause of their abandonment in the decision making processes. Notable, the general personality, traits might be causing the witnessed problem (Holmes, 2006). This is evident by the two models when analyzed closely. Problem Solving The problem solving process occurs into sections mentioned below. The problem identification Scanning the stage This forms the problem identification stage, which in this case are the employees’ complain on their stake in decision making process in the Norwegian context. This occurs through environmental scanning, categorization of the problem, and case diagnosis (Daft & Marcic, 2010). In the Norwegian context, the issue to be addressed is the efforts to neglect employees in decision making processes. Categorization stage The issue is critical and requires prompt solution from the concerned organizations before it affects the smooth operations. Diagnosis stage Evidently, management analysis determines the Norwegian case. The results reveal that managements have not regarded employees on decision making processes. The undermining that managers impart on employees is unjustifiable (Dijk &Lippe, 2001). Generating Alternative solutions One of the prominent solutions recommended in curbing the issue is the education aspects on the sides of the management. This a fact seconded by the majority in this menace. Other alternative solutions to curb the problem involve creating viable workplace and business relations within the Norwegian labor force. This should occur at organizational levels and within the industry involved. Substantial relationships amid employees and their employers are crucial in realizing full participation of staff in decision-making. This reduces the tensions that might exist between management and their subjects. It is management ethics to establish and nurture proper relationships with employees and other crucial stakeholder within a given organization. Other viable recommendations are mutual trust within the company, appropriate respect and valuing of employees, and proper decision making protocols that should incorporate employee participation. Additionally, proper management will obviously promote employees’ participation in decision making processes. Allowing employees to form teams that will govern themselves is crucial (Bolman & Deal, 2010). It is evident that this will solve the witnessed Norwegian crisis Evaluation and Choosing of alternatives Feasibility, Quality, acceptability, cost, and reversibility are fundamental factors to consider when evaluating and choosing solutions to this decision –making phenomenon (Durai, 2010). Feasibility Efforts to educate managers on the benefits of involving employees in their decision making processes is highly feasible. Its benefits surpass the challenges prospected. Quality The management issues concerning decision making should consider the problem in question. It should be sensitive enough to unveil and make managers realize the significance of involving employees it decision making processes. This forms the qualitative part of the suggested training and other viable solutions (Nilson, 2003). Acceptability There are limited objections prospected in this matter. The concerned stakeholder will accept, ratify and embrace the matter promptly. Cost The issue of cost is vital in monetary, time, and human resource terms. The cost of training managers in the aspects of management and viable decision making processes will be costly. The duration managers will spend gaining the fresh inductions is usable in other avenues beneficial to the organization involved. However, evaluating the ultimate gain from this training proves beneficial than the current costs feared. Reversibility The proposed solution to the issue has no reversibility threats. Additionally, if it proves infeasible, another viable solution will be available. Implementing and monitoring the suggested solution The implementation of the entire project will occur at organizations’ levels as mentioned earlier. Employees will equally undergo some training to learn how to cope up with their leaders. This will help in promoting solution to the matter. Monitoring To ensure affectivity of this project, constant evaluation on the progress of employees’ involvement in critical decisions making processes will matter. Managers and employees will deliver their complements and concerns on the feasibility of the quest (Gilbert, 2006). Conclusion The Norwegian issues of neglecting employees in decision-making amid organizations form a massive concern. Its impacts both to employees and organizations involved are detrimental when scrutinized thoroughly (Shackelford, 2004). It is vital to accept that complains posed by Norwegian employees are justifiable as evident above. Most organizations give their employees limited attention when it comes to decision making processes. Additionally, there are numerous causes of this phenomenon ranging from disregards to improper relationships amid employers and their staffs (Dale, 1969). It is recommendable that the situation can change through proper education, implementation, and evaluation of the proposed solutions. This will lead to massive employees’ involvement in operations, mounted morale, and teamwork endeavors (Bruce, 2002). Conclusively, the decision making phenomenon demands employees’ participation for an organization to realize substantial progress. Recommendations To handle the stated grievances, determination of the extent to which the damage has occurred is crucial. In this context, it seems that the problem is quite rampant in the Norwegian territory and employees cannot take it anymore. It is recommendable to establish this problem vividly. Another recommendation is to conduct a training program to managers and employees to enhance interrelationships plus other crucial aspect. It is probable that Norwegian employers hardly understand the significance of involving employees in the decision making processes (Bruland, 2003). Perhaps it is the increased levels of femininity as demonstrated by the Hofstede model. Lastly, it is imperative to conduct evaluation on the training and implementation processes to ensure project viability. References Bizmanualz (2010). Human Resources Procedures for Employee Management. Texas, TX: Bizmanualz. Bolman, L. & Deal, T. (2010). Reframing Organizations, CafeScribe: Artistry, Choice and Leadership. New Jersey, NJ: John Wiley & Sons. Bruce, A. (2002). Building a high morale workplace. New York, NY: McGraw-Hill Professional. Bruland, K. (2003). British Technology and European Industrialization: The Norwegian Textile Industry in the Mid-Nineteenth Century. New York, NY: Cambridge University Press. Daft, R. & Marcic, D. (2010). Understanding Management. Ohio, OH: Cengage Learning. Dale, E. (1969). Management: theory and practice. 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