When important decisions are to be made in time, the organism is expected to act in a participatory manner and make the right decision. However, it is extremely rare for large corporations to be able to make a logical and correct decision. A logical and correct decision most of the time cannot be made. The reasons are in this article...
Large corporate companies, such as banks, are unique structures. There is a hierarchical structure. The pyramid becomes narrower as it moves upward. Although the decision-making mechanism differs for each institution, some of its characteristics are very similar.
When important decisions are to be made in time, the organism is expected to act in a participatory manner and make the right decision. However, often a logical decision cannot be taken. Why is that?
We can explain the reasons as follows;
The fact that the organism is insufficient in the training of lar leader önemli employees is one of the most important problems.
Most managers consider the element that tries to put forward some contradictory ideas as a problem that needs to be addressed. They react so hard that the well-intentioned employee cannot make his / her voice in meetings again.
To take the initiative to solve the problem in the slightest problem, is declared guilty from the beginning and all the responsibility is put on them, they become scapegoats.
Inability of the institution to establish a sufficiently participatory culture.
The ideas are asked timely, but in no way taken seriously and applied. Employees who understand this do not explain their ideas even if they do. However, effective decisions can only be made after a qualified discussion.
Difficult problems often require radical and risky decisions. Failure of the manager to take this decision and implement it can be fatal.
Therefore, no one wants to take the risk. It is desirable that except for themselves, the pure one should come out and take the chestnuts on the stove in their place.
Even if the manager who takes the risk and resolves the problem rarely, he cannot see the return of the risk,
Most of the time an appreciation is not seen too. In fact, most of the time, the success is owned by someone else.
Example: In a period when I was working as a branch manager in a medium-sized bank, I decided to stop credit line of a company as a result of my negative intelligence and experience with a risk of TL 3 million. When I shared it with my regional manager, I received a very negative reaction, 8 months after insisting on closing the company with a debt of 12 million Bank sank. I was the only branch manager who could reset the risk and don't put money in.
The Regional Loans Manager called the Assistant General Manager and received the praise.
I'm the one who took the decision and took the risk. It was a right decision; I would do the same today. However, both when making a decision and when the decision was correct, I was again not affected or appreciated.
Most of the managers working in the General Directorate are far from field experience.
The field is the place where they face the toughest customer face-to-face, where the bargaining battles take place. They take pity on the field workers. Most of the problems are experienced in the field (branches). Communication between the field and the headquarters is often insufficient. Usually they can't understand each other; they get it wrong.
In-house destructive competition leads to energy loss and waste of resources.
Employee competitiveness is evaluated positively in most companies. This is expected to be higher performance. However, they do not trust each other, win each other well, teams that have lost love and respect are doomed to failure. Because someone does his best to ruin a positive job that the other does, the opponent does not look at his friend's phone, while in the operation they neglect the way the marketing works.
Everyone says they need to be customer focused, whereas it is extremely difficult to be customer focused.
Managers often rely on their emotions and intuitions. Unfortunately, in our decision-making phase, it is often seen that our brains often mislead us through the introduction of emotions. No one takes a decision completely with logic. Man is not a rational being, contrary to what is believed.
When we look at the common characteristics of those who rise to the top positions in institutions,
Who does not take risks and therefore does not interfere with managers in different segments,
Pay close attention to the union of interests,
Even if there is a problem, the person who created the problem does not directly target the
If you have to take the initiative to solve the problem, it does not take the problem and the enemy does not win
Those who give a good sense to the winds in the wind and who make their decisions in that direction always rise in business life and reach the highest positions.
This habit is so powerful, even if the Deputy Director General, that person always takes the right decision, the wind will always stay under the effect. This prevents him from making the right decision.
These are skills that require internalizing different policies and behaviors, and not everyone can.
As a result of all these features mentioned above in summary, it is extremely rare to make reasonable and correct decisions in large corporate companies.
I wish health and successful days in which logical and correct decisions are made in all companies.
Bülent ilkehan
www.argusdanismanlik.com