The effectiveness of the decision-making process is influenced by external influences that include politics, organization dynamics, and the outcome of the policies. Therefore, bureaucratic politics and organization dynamics have a profound influence on the decision-making process.
Collective bargaining by a group of individuals who are guided by available decision-making alternatives has an impact on bureaucratic politics.1 In fact, this becomes a possibility if the decision-making process attracts public interest.
However, there are individuals with different approaches on issues and abilities that can help achieve the desired goals for the organization. On the other hand, every individual possesses a different perspective on issues that have a directly or indirect impact on self or the organization.
Therefore, arriving at a decision requires a combined reaction of the people involved in the process. The following discussion explores the negative impact of bureaucratic politics and organizational dynamics on the decision-making process.
Organizations tasked with the process of decision-making cannot operate without outside interference or influence.2
The culture of a department and the individuals involved has a great influence on the decisions-making process. In this regard, organizations known to be bureaucratic impede the process due to the red tape policies. Therefore, it is difficult to initialize a change process and implement the same in bureaucratic-ridden organizations.
Bureaucratic policies involve politics and influences from governmental leadership, social, economical accountability demands. Therefore, a heightened public interest on how decision-making processes are conducted is expected. As a result of bureaucratic politics, organizational autonomy and freedom are impeded.
On the other hand, bureaucratic bodies support policies that serve individual and personal interests at the cost of efficiency in the organization. In addition, policies made to serve individual interests do not benefit the public.3 From this perspective, it is clear that poor organizational dynamics and structures are associated with negative and pluralistic decisions on public policies.
Similarly, organizational dynamics has influences on the decisions that may serve personal interests and not the public. In this context, group polarization, obedience to authority, and the bystander effect are three factors that explain the reaction and choice of individuals or groups.4
In the presence of confederates who are considered of a higher standing in the society or community, the decisions made are of similar impact. Due to the external factors such as the people, the impact of the decision and the public perspective of the same influence the process.
In conclusion, the ability to make sound decisions is influenced by both the internal and external environments. Bureaucratic politics and organizational dynamics have an influence on people and institutions. In most cases, bureaucracy impedes efficiency of the decision-making process.
Bureaucratic politics inhibits autonomy and the possibility of unitary decisions since the issues discussed are represented in different perspectives and approaches. From this perspective, the decision-making process is difficult and time-consuming.
On the other hand, people from diverse social classes slow down the pace of the decision-making process. The negative influence of the two factors denies the decision-making stakeholders from providing the public with policies that suit their interests. Therefore, a critical analysis and consideration of bureaucratic politics and organization dynamics must precede the decision-making process.
Bibliography
Harris, Joe. “Intelligence and Policy Making for the 21st Century.” Small Wars Journal, (February 2014): 1-2.
Pettigrew, Andrew . The politics of organizational decision-making. New York: Routledge, 2014.
Rogers, Paul, and Todd Senturia. “How Group Dynamics Affect Decisions.” Decision Insights, (December 2013): 2-3.
Footnotes
1 Andrew Pettigrew, The politics of organizational decision-making (New York: Routledge, 2014), 23.
2 Paul Rogers and Todd Senturia. “How Group Dynamics Affect Decisions.” Decision Insights, (December 2013): 2-3.
3 Ibid
4 Joe Harris, “Intelligence and Policy Making for the 21st Century.” Small Wars Journal, (February 2014): 1-2.