Leadership & Organization Development Journal · 1987 · 19 citations · 35 references
ManagementLeadershipOrganizational BehaviorDecision MakingDecision TheoryStrategic Decision-makingCollaborative Decision-makingDecision Making In OrganizationsManagerial Decision MakingOrganizational Decision-makingParticipative Decision-makingParticipatory Decision-makingDecision ParticipationGroup Decision ProcessesParticipation In Strategic Decision-makingParticipatory Management
Should managers share their decision‐making power? Do managers who alow their subordinates to participate in organisational decision making increase the satisfaction, self‐esteem, loyalty and productivity of their employees and create positive manager‐subordinate relations, or do they merely contribute to high‐cost inefficiency and incompetence? The literature on what has come to be known as PDM — participatory decision making — is examined in an attempt to answer these questions.
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