One factor managers should take into consideration when determining the level of associate involvement in managerial decisions is the sensitivity of the internal company information the associate will be privy to. Sometimes it is better to keep this information only in the hands of senior management; sometimes it is appropriate for an associate to have access to this internal information, whether financial, human resources related, or otherwise. The manager must decide who should know this vital information that helps lead to significant managerial decisions.
Another factor a manager should consider is the length of service of the associate. This is taking nothing away from the intelligence and acumen of a junior employee. However, a manager must weigh the consequences of involving a junior employee over an employee with more years of company experience as this may cause problems (for example jealousy in a more senior employee who feels they were overlooked).
A third factor a manager should consider is the associate's attitude to being allowed to partake in the managerial decision-making process. This is where knowing and understanding associates (their personalities, motives, goals, and more) comes into play. One associate may be honored to be involved in managerial decisions. Another may want no part of it; they may just want to remain 'incognito', doing their job and going home at the end of the day.
Another associate may overestimate his or her worth and use this opportunity to try and aggressively climb the corporate ladder before they're ready. In other words, this new-found higher responsibility may go their head. The manager must understand how involving an associate in upper-level decisions will affect the associate.