Co-responsibility in Managerial Decision Making

Abstract

Co-responsibility has been viralized, from a semantic perspective, leaving its understanding, valorization and significant applicability unclear. The need is evident in its significance and the possible impact, once its essence is internalized, especially in the managerial area, where decision making is fundamental. Hence the need to identify the distinctive pattern of the person who decides, according to his or her self-schemas, which directly affects the achievement of the planned objectives, therefore, in the group. In this way, a documentary study is presented below with the general objective of analyzing the meaning of co-responsibility in managerial decisions, based on the critical review of documentary sources. It is concluded in the high need to identify the managerial profile, depending on the burden of identity codes or self-schemas, according to the innumerable and diverse preconceptions of values, soft skills and managerial success. By exceeding expectations in managing personnel in contexts of uncertainty. Evidenced, by the example of shared and proactive responsibility, towards redirection or reconstruction by conviction, despite the disruptions of the social system and organizational instability. All of which requires a personal decision and courage to select collective incidents, without time limits.