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First Page

92

Last Page

93

Abstract

THE DECISION MAKER. By Dennis Bakke. Seattle, WA: Pear Press (2013). Hardcover, 218 pages.

Bakke argues that the long-standing view of leadership has been that of a dictator—the boss makes the decisions and tells the underlings what to do and how to do it. The underlings grudgingly do exactly what the boss wants (eliminating creativity but supposedly increasing productivity and quality). In the traditional model, the boss micromanages the employees (which in actuality can lead to hurried, half-hearted, busy work). This model is not always (if ever) ideal. If decisions are made at the top by people who do not completely understand the ins and outs of the working material, work environment, or other aspects that would inform and alter their decision, they are prone to make the wrong decision. However, if decisions are made by people who better understand what they are doing, what they are working with, and how their decisions will affect the overall situation, a better decision is more likely to be made. In theory and reportedly in practice, the idea is that better decisions will be made when employees have a greater stake in making decisions, and employees will have a greater pride in their performance when they get to make the decisions.

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