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Encourage and Support Autonomy and Participation in Decision Making

Bibliographic Data

ID23710116
AuthorsJean-Pierre Brun (0000-0002-0149-9056, Université Laval), C L Cooper (0000-0002-0360-8498, Lancaster University), Cary Cooper
Year2009
Pages113-135
Publication date2009-01-01
Open AccessYes
TypeCHAPTER
VenueMissing Pieces (SOURCE_BOOK)
PublisherPalgrave Macmillan UK (PUBLISHER)
DOI10.1057/9780230233546_8
OpenAlexW2486593581
ISBN9780230233546
Open LibraryOL24803241M
LanguageEN
References cited1

From our work in the field, autonomy and participative decision making come up as a core positive aspect of work, as this marketing executive reflects. I have 15 years of experience as a marketing specialist. I’ve had to deal with big clients and multi-million dollar ad campaigns. My expertise was recognized by my former boss. Since the new one arrived, I’m less and less involved in decision making and I have to check my decisions with my boss. I have the impression of being poorly used and that he sees me as a threat. For me, my autonomy is essential and I also know I’ve got the skills needed for our department’s goals. If things don’t get better, I’m going to ask for a transfer! These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

Autonomy · Boss · Business · Liberian dollar · Political science · Public relations · Sociology · Work (physics) · Business Strategy and Innovation · Complex Systems and Decision Making · Engineering · Law · Marketing · Psychology · Psychology of Social Influence

  • Making Fast Strategic Decisions in High-Velocity Environments.

    Kathleen M Eisenhardt•Academy of Management Journal•1989

Highly citedNo

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