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Vroom-Yetton Jago Decision-Making Model Case Study

1741 Words7 Pages

Leadership and decision making:
Starting with the Vroom Yetton Jago decision model (theory).
The main focus of the Vroom-Yetton-Jago Decision-making Model of Leadership is to impose how the nature of the leader, team or even a situation determine the degree to which the group is to be included in the decision-making process. (http://www.leadership-central.com/)
Understanding the model:
Vroom-Yetton-Jago model is very important to managers because it was developed as a model of how leaders should make decisions if they are to be efficient and effective in any kind of business. (George, 1979)
Quality judgment providing observations and judgments on the final evaluation report in order to bring the best solution for a team, managers and groups. …show more content…

(Teamwork Definition Information, 2014).
Belbin’s Theory of team roles
Belbin created a list of nine roles that every team should have. These roles are Plant, Resource investigator, Coordinator, Shaper, Monitor Evaluator, Team Worker, Implementer, Completer-Finisher, and Specialist. (Teamwork Definition Information, 2014).
How to introduce team work
Teamwork can increase competitiveness by:
• Study what is concerned in team working by carrying out research and visiting organizations.
• Be sure senior managers know how teamwork will contribute to the business strategy.
• Adopt a participative style of management in partnership with employees and their representatives. • Improving employee motivation and commitment.
• Respond to the fear among managers and the workforce caused by devolving decision-making and fewer levels of management
• Plan teamwork as a continuous process where plans are regularly adjusted as changes are evaluated (The Happy Manager, 2015).
How to deal with problems and obstacles
Obstacle 1: Resistance and apprehension from workforce
Possible solutions:
• Open communications and

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