THE DEGREE OF EMPLOYEE PARTICIPATION IN DECISION MAKING AND ITS EFFECTS ON PRODUCTIVITY (A CASE STUDY OF ANAMBRA MOTOR MANUFACTURING COMPANY [ANAMMCO] ENUGU STATE)

CHAPTER ONE

INTRODUCTION

1.1     BACKGROUND OF THE STUDY

It should be recanted that a decision is a choice where by a person forms a conclusion about a situation. Costello, 1. Wand Zalkind, S.S. (1963 P. 334), confined the term decision making, to a choice process, choosing one from among several possibilities, however, decision theory in Costello, T. w et al (1963, P 387)  largely considers decision asking the process of making a single choice among course of action at a particular point in time this depicts a course of behavior about what must be done or vice versa. Decision is however, the point at which plans, policies and objectives are translated into concrete actions. Planning engenders decisions guided by company policy and objectives, policies, procedures and programmes. The aim of decision making is to channel human behavior towards a future goal.

Decision-making is however, one of the most germane activities of management. It has been the preoccupation of all the management of multifarious organization ranging from small-scale organization to multinational corporations.

Managers many at times consider decision making to be the heart of their job in that they must always choose what is to be done. Who will do it, when where and most the time now it will be done.

Traditionally, managers influence the ordinary employees and specifically, their immediate subordinates in the organization. This has resulted in managers making unnatural decision even in areas effecting their subordinates.

In Germany, around 1951, a low enacted which provides for code termination and requires labour membership in the supervisory hoard and executive committee of certain large corporations. However the participation of labour in decision making process resulted to relatively and peaceful labour management relations.