aking power will prepare them for this role. The author states that problem-solving through "multidisciplinary, cross-organisational teams" uses time and creates confusion. Time and confusion are necessary precursors to effective teamwork. Good rational decision making involves objectively filtering all of the possibilities and pertinent information, to choose the best possibility. Employees are the most useful information source for organizational decision-making. They can answer questions and can give you more information in a shorter time than any other resource. They are the best sources of new ideas, and can offer detailed information, on every corner and crack of an organisation, which cannot be found in any operating manual. Undoubtedly, this process will involve more time and confusion, but nothing of value comes without effort; work is a pre-requisite of good decision-making. The article asserts that all workers do not share the organisation's goals and are not motivated. This may be true, but dedication to a cause is a personal attribute that cannot be attained through specific education or experience. Being incumbent of the highest positions of management does not assure the adoption of the companies values and motivation to pursue them. Top management positions require motivation to achieve, but this motivation may be directed to achieving personal, rather than organisational goals. The passage assumes that employee empowerment will increase the possibility of "employees running away with the store", or using this power in a self-serving fashion with disregard to the organisation's goals. This is a possibility, but there is also the possibility of top management running with the store. Selfishness and self-serving decisions are characteristics of people from all walks of life, and are not lost merely through education and experience. Allowing the top management to hold ultimate power places them in an obvious position to mak...
