Communication and Decision-making

Abstract

Organisational activity revolves to a great extent around the outcomes of a galaxy of decisions more numerous than could ever be counted or identified. Grossly simplifying, Table 8.1 provides a list of six main subject areas in which decision-making plays a vital role. Each of these areas is often seen as the special province of particular parts of the organisation. Thus decisions about strategy are usually seen as the responsibility of those at the top, operating decisions about how best to utilise resources are seen as activities for the middle line, and decisions about the procurement of physical and financial resources and technical innovation are strongly associated with technical support staff. Decisions about administrative and personnel requirements and industrial relations issues are seen as variously concerning both specialist and line staff. The sixth subject area in Table 8.1 is more general. Given the name ‘social fabric’, it is included to emphasise that decision-making in organisations is not only concerned with task-related matters but also has strong symbolic significance. It is one of the ways in which social bonds are created, strengthened and broken as coalitions and alliances flourish and die with different issues and in different contexts. Decisions also have ritualistic and symbolic purpose in justifying and legitimating past, present and future activities.