Decision-making has a great influence on effective teamwork, because it involves some degree of participation. Firstly, team decision-making uses an overlapping form of structure. Individuals known as 'linking-pins' are members not only of their own team but also of the next superior team and, where appropriate, of peer teams. This enables each team to be linked to the rest of the organization which resulted in high efficiency and effectiveness of a particular team. On the other hand, decision-making relies heavily on group processes (scheduling), and discussions focus on the decisions to be made. With the team method of decision-making the superior is held responsible for the quality and implementation of decisions. The superior is also responsible for developing subordinates into an effective team (Handy, 1993).
The level of interaction among members of a team is influenced by successful or unsuccessful decision-making process, because it involves full discussion and participation. This appears to work best where a high level of interaction is required among all members of the group in order to solve complex problems. Leadership predictability has less impact on team effectiveness than the process of collective decision-making which proposes a fairly high level of satisfaction for members. In this case, team effectiveness is concerned with doing the right things and relates to what the team actually achieves
Scheduling has cle