Dealing With a Flood of Decisions

Problem Identification and Analysis

The major problems evident in the case study dealing with a Flood of Decisions are; a lack of clear direction in making organizational decisions, poor risk perception, and a Lack of appropriate and timely actions. The scarcity of time presents a minor organizational behavior challenge evident in this case study of dealing with a Flood of Decisions. The theory of bureaucracy provides significant insights into the organizational issue of lack of clear direction in decision-making. The issue of poor risk perception is elaborated using the scientific management theory, which emphasizes statistical analysis of organizational data through mathematical, scientific, and engineering. Time scarcity is a minor issue in this case study; flooding could have been prevented if other outlined organizational measures were effective and efficient, such as decision-making, good risk perception, and timely action.

Lack of clear direction in making the organization’s decision is one of the primary problems in this case study relating to Brisbane’s Wivenhoe Dam decision-making process. Generally, this reflects an organizational problem evident in Brisbane’s Wivenhoe Dam organization hierarchy. According to Bureaucratic theory, an organization’s decisions and tasks are made and delegated to persons and departments about the organization’s formal hierarchy. This reflects the decision-making problem in the Brisbane Wivenhoe Dam organization, as its formal hierarchy has no clear direction of decisions between persons and departments. For example, despite the Wivenhoe dam engineering Graham Keegan providing the Bureau of Metrology alert on possible flooding due to heavy rainfall, the dam managers and engineers were under Queensland legislation that hindered their appropriate judgment from following the required manual indicating fixed rules used in the dam flooding operations to prevent flooding. Also, the act of Queensland minister Stephen Robertson seeking guidance from the grid manager instead of government departments with the role for flood mitigation and dam safety presents another organizational hierarchy issue associated with a lack of clear direction on decision making.

Poor risk perception outlines another critical issue in Brisbane’s Wivenhoe case study. The scientific management theory emphasizes a statistical analysis of organizational data through mathematical, scientific, and engineering; on the contrary, data indicating the flooding risk is assumed and not timely acted upon, resulting in devastating floods in Queensland. For example, on Wednesday, 5 January 2011, the Wivenhoe dam engineering Graham Keegan provided the Bureau of Metrology alert warning on a possible increase of rainfall of 100mm to 200mm; this data was ignored or assumed. Instead, Brisbane’s Wivenhoe dam acted on 11 January when it was too late, having the dam flooded beyond its capacity. More so, the negligence to utilize the operating manual indicates another key evidence of poor risk perception issue discussed in the scientific management theory.

Generation and Evaluation of Alternative solutions

Outlined organizational hierarchy, enabling independent decision-making among heads of departments, besides establishing an organizational culture characterized by rules, are the primary solutions in solving the issue of decision-making leading to the ambiguity of the required direction in Brisbane’s Wivenhoe Dam organization. Hierarchy is the primary issue in this organization, hindering the presence of clear direction and decision-making; however, according to Bureaucratic theory, this can be a strength when adequately outlined. For instance, the organization’s CEO and department managers should be clearly outlined, providing smooth communication and flow of directions and decisions, presenting its main advantage. However, political influence is a significant concern that hinders an effective establishment and acknowledgment hierarchy in this government-owned organization.

More so, managers of different departments should be allowed to make and implement decisions in achieving the organization’s goals and objectives; this will enhance the implementation of various types of decisions in the organization leading to improved holistic influence involvement of all members. Usually, Bureaucratic theory champions strategic, tactical, and operational decisions, indicating the fundamental advantage of independence in decision-making among different departments. However, complex issues may result in the implementation of inappropriate measures affecting the organization’s performance. Lastly, establishing an organizational culture characterized by observing the organizational rules will aid in solving the issue evident in decision-making. For example, Brisbane’s Wivenhoe managers would have implemented the operating manual. If this organization had an excellent organizational culture characterized by observing the rules, this would have prevented the flooding problem. Good organizational culture has many advantages; for instance, it promotes productivity and aids in conflict resolution among employees and helps smooth organizational operations. Its main limitation relates to being time-consuming before establishing an influential organizational culture.

Poor risk perception outlines another key issue evident in Brisbane’s Wivenhoe case study; the scientific management theory outlines this issue. Individual perception of various situations plays a significant role in decision-making; more so, in organizational behavior, perception is affected by various factors such as emotions, motivation, and individual experience. This relates to the scientific management theory that emphasizes using specified scientific procedures related to the organization’s goals and objectives, such as having workers with job specialization to have effective teams against chaotic individualism. For example, experienced engineers would have evaluated the scientific information provided by the Bureau of Metrology, making the right decision to act with the operating manual on flooding operations to prevent floods. The alternative solutions to this problem include hiring or training workers to gain experience and adequate knowledge, engaging multiple relevant stakeholders to assess the risk before making a decision, besides using technology to assess risk.

Well-trained and experienced engineers will be effective in risk perception; more so, this method of reducing risk will equip the organization with experienced workers that will offer training to fellow workers improving the team’s productivity and effectiveness recommended by the scientific management theory. This will enhance the organization’s timely action in emergencies without challenges. However, this method is expensive and time-consuming, requiring training workers to acquire the required skills and experience. Engaging relevant stakeholders is beneficial in having a rational approach to assessing risk for a comprehensive organizational decision. However, it is time-consuming and inappropriate in emergency situations requiring fast decisions, such as flooding situations with a short time frame for decision-making. Technology has various advantages; for example, it is fast in assessing risk, a primarily accurate method of assessing risk, and it is widely available at all times, allowing timely risk evaluation through practical steps from risk identification to monitoring. However, it has one major limitation in assessing risks; it is impossible to determine the true magnitude of the risk affecting risk perception.

Recommendations

Hierarchy is an integral aspect of an organization, precisely presenting a clear direction during decision-making according to the bureaucratic theory. Thus, establishing a clear hierarchy is essential in eliminating confusion in the radar of making the organization’s decision. This will enable the provision of strategic, tactical, and operational decisions in the organization, evident in different managerial levels of an organization. This alternative solution has several benefits, including enabling fast and transparent decision-making, and enhancing communication and communication feedback, besides encouraging a culture defined by professionalism for effective and efficient operations at different levels of an organization.

Consequently, the issue of poor risk perception can be best dealt with by integrating technology and training employees to perfect their skills and gain the required experience. The scientific management theory primarily emphasizes administration and science; thus, focus on human resources and technology is critical in solving the issue of risk perception. Technology has various advantages. For example, it is fast and reliable due to its availability, besides enabling data recording that can be used for programmed decision-making in various steps of risk perception from identification to monitoring. Training employees will effectively integrate with technology in risk perception, enhancing effective, timely, and reliable risk perception analysis. Hence, despite these methods’ limitations on the expense of training workers and deficiency of knowing the actual risk magnitude using technologies, these methods are effective when integrated to eliminate the issue of risk perception and risk communication.

Implementation

The law should clearly outline the organization hierarchy to clarify the flow of directions and decision-making in the government organization. Political interference should be prohibited by legislation outlining this organization as an independent government parastatal. Managers should request appropriate technological tools for risk assessment and perception in the organization. The appropriate technologies for risk assessment should be installed in the organization; for example, these include appropriate software, machinery, and equipment. More so, employee training should commence enabling quipping employees with the required experience, skills, and knowledge to prevent the re-occurrence of similar organizational issues in the future. A few batches of employees and managers should be fully supported financially to acquire training by the organization; in return, the trained managers and employees will be the organization’s assets in training other workers and managers on skills learned.

References

Kammerbauer, M. and Minnery, J., 2019. Risk communication and perception: lessons from the 2011 floods in Brisbane, Australia. Disasters, 43(1), pp.110-134.

McMahon, g., the capabilities of professional judgment versus modeling in analyzing floods and flooding

McShane, S., and Von Glinow, M., 2011. M: Organizational behavior. Irwin/McGraw-Hill.

Van den Honert, R.C. and McAneney, J., 2011. The 2011 Brisbane floods: causes, impacts, and implications. Water, 3(4), pp.1149-1173.