Lone ranger decision making versus consensus decision making: Descriptive analysis

Article English OPEN
Maite Sara Mashego (2015)
  • Publisher: Publishing house "Virtus Interpress"
  • Journal: Journal of Governance and Regulation (issn: 2220-9352, eissn: 2306-6784)
  • Related identifiers: doi: 10.22495/jgr_v4_i4_c4_p12
  • Subject: Decision Making | Lone Ranger’s Decisions | Consensus Decisions | Organizational behaviour, change and effectiveness. Corporate culture | HD58.7-58.95 | Finance | HG1-9999

Consensus decision making, concerns group members make decisions together with the requirement of reaching a consensus that is all members abiding by the decision outcome. Lone ranging worked for sometime in a autocratic environment. Researchers are now pointing to consensus decision-making in organizations bringing dividend to many organizations. This article used a descriptive analysis to compare the goodness of consensus decision making and making lone ranging decision management. This article explored the models, roles, tools and methods of consensus decision making. The results were that consensus decision making brings people together and cements the relationship among employees. The lone ranger’s decision is only consented to by staff but inwardly disagreeable resulting in short term benefits but long term collapse of organizations.
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