...Re: Self-assessment of decision-making style ______________________________________________________________________________ Based on the five basic decision-making styles I do not think that I abide to one style. I believe I use the “thinker” and “controller” approach to decision making. Thinkers are known to be the toughest to persuade. They are impressed with arguments that are supported by data and when making decisions they need as much information as possible. Thinkers are adverse to risk and like to take their time when making a decision. “Controllers” are similar to “thinkers” in many ways in that they hate uncertainty and tend to focus on facts. I use both the “thinker” and “controller” style however; I use the “thinker” approach more often. When it comes to making important decisions I want to know as much information as possible and I need to know all the risks that could happen. Also, I do not work well when there is uncertainty or ambiguity. I like to know all the risks and benefits upfront before I make my decision however I never make unilateral decisions. I always like to talk through and weigh my options as well as listen to other perspectives. The best way for someone with less authority than me to approach me about a particular topic would be to explain why this topic is of interest and who it affects. For example, if this request is coming from a staff member in my department, I would need to have as much information as possible...
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...eciDsion Making Styles Decision making style basically depends on managers' approach to decision making. Decision making style propose that people differ in two dimensions when they approach decision making. The first is an individual's way of thinking and second is individual's tolerance for ambiguity. On the basis of the way of thinking and tolerance for ambiguity, decision making styles may be classified as directive, analytic, conceptual and behavioral. 1. Directive Decision Making Style Managers who use directive decision making style have low tolerance for ambiguity and they rational in the way they think. They are very logical, efficient and take quick decisions within a short time. They assess few alternatives and also consider limited information while taking any decision. Basically such managers use their logic and idea while taking decisions. 2. Analytic Decision Making Style Managers using analytic decision making style have much greater tolerance for ambiguity and rational way of thinking. They want more information before making a decision and also consider more alternatives. Such managers are more careful decision makers as they consider factual and detailed information before taking any decision. They have the ability to adapt or cope with unique situations. 3. Conceptual Decision Making Style Managers using conceptual decision making style have high tolerance for ambiguity and have intuitive in their way of thinking. They look at many alternatives...
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...Democratic decision making is when the leader gives up ownership and control of a decision and allows the group to vote. Majority vote will decide the action. Advantages include a fairly fast decision, and a certain amount of group participation. The disadvantage of this style includes no responsibility. An individual is not responsible for the outcome. In fact, even the group feels no real responsibility because some members will say, "I didn't vote for that.". Lack of group and personal responsibility seems to disqualify this style of decision making; however, the democratic style does have its place in business. Autocratic decision making is when the leader maintains total control and ownership of the decision. The leader is also completely responsible for the good or bad outcome as a result of the decision. The leader does not ask for any suggestions or ideas from outside sources and decides from his or her own internal information and perception of the situation. Advantages include a very fast decision, and personal responsibility by the leader, for the outcome. If an emergency situation exists, the autocratic style is usually the best choice. The disadvantages are varied and sometimes include less than desired effort from the people that must carry out the decision. If the employee is personally affected by the decision but not included when the decision is made, morale and effort may or may not suffer. It is not always predictable. If the outcome for the decision is not...
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...1. What are your highest and lowest rated styles? My highest style for decision-making is Directive, where I have low tolerance for ambiguity but I am efficient, rational, and logical in the way I think. I am focused on short term and quick to make decisions with minimal information and not carefully analyzing other alternatives. My lowest style would be behavioral, where someone with this style will work well with others, are open to suggestions, and are concerned about the achievements of their team. They generally try to avoid conflict and place importance on their acceptance by others. Which as me I do not care really to be accepted by others, I want my work done fast and right the first time. I have always been told “Why do anything at all if you don’t do it right the first time.” 2. Do you think the assessment results are accurate? Evaluate the results and give at least 2 examples to confirm or deny the assessment’s analysis of both your highest and lowest rated decision-making styles. I think the assessment is pretty much right on point for me at this time, in the past it would not be this way. I use to be very conceptual on my styles which I am still on some things, and now I am still that way on some of my decisions with other jobs or at home. Now, I am quick to make a decision like when at work with Toys R Us as a front floor manager I have to be quick to make decisions on how I have to handle customers who had a problem with either another worker or the product...
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...Running Head: DECISION MAKING STYLES AND CROSS CULTURE Decision Making Styles and Cross Cultural Misunderstanding Name: University: Course: Tutor: Date: Abstract In an organizational setting, the employees might be of different cultures and therefore have different values. This is likely to bring about a clash in the operations in an organization. Managers normally have difficulties in making decisions based on the fact that those decisions mar rub a certain culture the wrong way. This Essay looks at the ways in which cultural differences could impact decision making in an organizational setting. It also determines whether there are any ways in which this cultural difference can be exploited for the benefit of the organization. These cultural differences do affect the company’s decision making process and therefore slows down business activities that depend on decision making in order to run. This is a great challenge in a business environment and might bring the performance of a business to a halt. This essay therefore looks into ways in which this challenge can be minimized. The distinct cultural differences between employees of an organization play out in the day to day running of the organization. These cultural differences may be in the form of dressing, values upheld, punctuality, overtime working, teamwork, etc. For example, we look at the Russian managers and the Chinese managers. Chinese managers are...
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...VIETNAM NATIONAL UNIVERSITY – HCMC INTERNATIONAL UNIVERSITY SCHOOL OF BUSINESS DECISION MAKING STYLES OF BUSINESS MANAGERS IN HO CHI MINH CITY In Partial Fulfillment of the Requirements of the Degree of BACHELOR OF Business Administration Advisor: PHAN TRIEU ANH, Ph.D. Student’s name: DO TIEN THINH (BAIU08113) Ho Chi Minh City, Vietnam, 2012 i DECISION MAKING STYLES OF BUSINESS MANAGERS IN HO CHI MINH CITY APPROVED BY: Advisor Committee APPROVED BY: Phan Trieu Anh, PhD., Chair ……………………………… ……………………………….. ………………………………. THESIS COMMITTEE (whichever applies) ii ACKNOWLEDGMENTS First and foremost, I wish to register my great thanks to (Almighty) Jehovah, the true God who strengthen my soul and spirit, and save me from being lost. I would like to show my sincere thanks to my supervisor, Dr. Phan Trieu Anh for his brilliant support, and precise advices. I would like to express my deepest gratitude to my family who has supported me a lot. My sincere appreciation also goes to my professors and lecturers at School of Business Administration, International University for teaching and training me during these four years. It would be a huge mistake if not mentioning my sincere appreciate to Miss Nu Hanh and all my friends who support me a lot during the semester that I had been doing my thesis. Last but not least, I would like to give my thanks to members of CIU, a small group bible study, who encourage me a lot. iii TABLE OF CONTENTS ACKNOWLEDGEMENTS...
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...LEADERSHIP STYLE AND ETHICAL DECISION MAKING Michael S. Huckaby BBA 4751 Business Ethics Professor Fernando Chavez Leadership is a complex and ever evolving skill-set. Good leaders not only guide behaviors of followers, but lead them and their organization to achieve common objectives. Good leaders have an ability to adapt to any setting so everyone feels empowered to contribute creatively to solving problems. Leaders of various levels of success have been studied throughout history, some good, some bad, but everlasting questions are always at the forefront of studying leadership: What is a good leader? What is the right approach to leadership or style of leadership? Do certain types of leaders produce better results? Are ethical leaders always the best leaders? If a single answer to these questions existed, perhaps society could build the mold of the perfect leader and distribute it throughout the world to solve the greater problems of society. However, this approach is unrealistic, so society is left to explore leadership in an effort to understand what makes a good leader. The primary purpose of this research paper is to critically examine whether a direct correlation exists between leadership style and ethical decision making. To answer this question, the author will examine each leadership style in terms of its definition, its multi-faceted dimensions or characteristics, and the associated behaviors of each. After looking at leadership styles, the dimensions...
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...Based on the different gender and different culture, people will make their consumer decision in different way. For an international business manager, he has to know where the most suitable place for the company’s production to go is and satisfied the consumers. Besides, I think this kind of decision-making style difference has to be considered seriously when doing the negotiation. During the negotiation both of the negotiators want to know what others want and try to give their feature companion the right thing in a highly-profit way. So it is considerably important to know what they actually want. I think both of the negotiators can see others as their customers, during the first stages of the negotiation, they can try them best to get know of them, to know their preference, to know what kind of purchase style they are using, so the negotiators can give a win-win price to each other. From the article, except the knowledge in the passage, I also learned how to compare two different things. I was thinking about if I want to know two different countries’ customers’ behavior, I don’t know how to do that and I was thinking to compare almost every part of the behavior while the author only compare the customers by dividing the customers with different country, different gender and just using CDs and handbag to learn the insight knowledge of the behavior. Although this method can only draw a basic conclusion about the topic and it has lots of limitation, this is the first step to...
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...Organizations make decisions every day, but how the solution comes about is most important. When making a decision, it should be sound, because it can affect day-to-day operations of business or even something major. Does the decision reflect solutions to problems? It can depend on the methods used to deal with the problem. This paper will discuss three styles, collective participative, logic, and persuasive and how using each one of them can assist with problem formation and identification. Once a good definition of what the problem is established, the process toward its eventual elimination can begin. (Krippendroff, n.d) Each organization is unique, but all have a common goal; to have a process in which problems are handled. Compare and contrast Logical style, collective participative style, and persuasive style are all commonly used methods in the decision making process. Logical style decision- making involves the use of facts and also logical reasoning. It involves a step by step process that thoroughly evaluates possible solutions to the problem, but in the end, the manager or whoever is in charge evaluates these possible solutions and chooses the one that he or she believes is the best solution to the problem at hand. Collective participative style involves all members of the organization during the decision making process. This style takes longer for a solution to be implemented than the other styles, but like logical style, the final decision is made by the person...
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...RELATION OF PERSONALITY FACTORS AND DECISION-MAKING STYLES OF HAKIM SABZEVARI UNIVERSITY MANAGERS FATEMEH BAHRAMI*, MOHAMMAD AMIRI*, ESLAM PARANDVAR* *Hakim Sabzevari University, Assistant Professor at Department of Educational Psychology, Sabzevar, Iran. **Hakim Sabzevari University, Department of Educational Psychology, Sabzevar, Iran. ***Hakim Sabzevari University, Department of Educational Psychology, Sabzevar, Iran. Pinnacle Research Journals http://www.prj.co.in 46 ABSTRACT The present study was conducted in order to examine the relationship between the personality traits and the decision making styles of the managers of Hakim Sabzevari University. The statistical population includes all the managers of Hakim Sabzevari University who are in-charge of different positions. The number of managers is seventy people, 60 subjects based on Morgan Table were selected using simple random sampling method. The instruments used in the present study are Scott and Bruce General Decision Making Styles Questionnaire (1995) and NEO personality traits questionnaire. In order to analyze the data, description and inferential statistics including Pearson, step by step regression, t test, unidirectional ANOVA and Tokay follow-up test were used. The results indicated that: the marital and single status did not affect the decision making styles of the manager and education and experience only affected the avoidance decision making styles. The extroversion and consciousness...
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...inclined on making the decisions on the organization and finding ways on how to interact with the stakeholders. Decision styles normally addresses on how the manager will be effective in terms of performance. The decision style has the strengths and weakness. Through the decision theory, the manager of the company will be able to understand the character of the employees. The Dimensions of Decision Style How the manager will run an organization through the decisions will be based on the experience that he or she has learned in the course of the management. It involves how the manager processes the information. Even though people have different ways of thinking, research has shown that there is a correlation in terms of thinking and processing of the information. The quantity of the information and complexity of the information is among the key factors that leads to disparity in decision making among the individuals. Also, the size and number of alternatives available after screening the information. The complexity and focus on the solution will depend on the number of alternatives available. The size of the information that is available to the manager is what will be used to determine the outcome of the decision. Too much information on a particular subject can lead to confusion. On the other hand, when less data is provided concerning a particular matter can lead to low or inadequate decision since the information will be incomplete. The Four Basic Decision Styles There are four...
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...S2, the High Support and High Direction Style S2 leadership style consists of directions from managers based on ideas that are solicited from members of the managers’ team. S2 leaders actively seek team member’s involvement in the process by encouraging them to speak their concerns and creating an environment that members feel they are able to voice their concerns and opinions involving organizational problems and active participants in the solutions. S2 leaders like to share problems with team members, listen to their points of view regarding problems before deciding on a course of action to correct the issue. S2 leaders meet only with the individuals that need to be involved, run effective meetings when required and are excellent at using input acquired from members to make decisions that will speed up the decision making process. S2 leaders typically use a systematic approach that can include the following. * Identifying problems * Clarifying goals * Generating alternatives * Choosing the best solution * Building an action plan * Monitoring implementation Strengths of the S2 leadership style: The S2 leadership style can benefit team members and an organization in many ways such as a positive work environment, successful initiatives or projects, increased creative thinking, and can reduce friction and office politics within the group. * Positive work environment: S2 leaders create a positive work environment by allowing team members...
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...LEADERSHIP - SAT TASK 1 A1. LEADERSHIP STYLE Leadership is the ability to organize a group of people in order to achieve a common goal. My leadership style is participative leadership and it is to share decision making with each member of my group. A Participative style of leadership encompasses consultative, consensus, and democratic. As a participative leader who is consultative, it is very important that I confer with members of the group before making final decisions on issues concerning the group. In addition, as a consensus leader, it is important to build consensus among the group in order to encourage group discussions concerning an issue and finally make decisions that fully reflect the agreement and support from the members of the group. Consensus leader ensures that all members of the group are involved to support a decision before it is considered final. Also, a participant leader is a democratic leader who ensures that final authority in decision making lies on the group. In this case, the group deliberate on issues and collect group opinion, and then cast votes in order to determine the final decision to make. DuBrin, A. (2010). Leadership. The advantages of the Participative style of leadership are that it operates on bases of management openness which allow leaders to accept suggestions from group members to manage the operations. The participative style also allow welcoming ideas from workers since the workers are closer to the market and know how the products...
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...SAT2 Leadership Task 1 A1.) I am a Participative/Consultative leader. My style on the Leadership Grid is Sound Leader. I believe in empowering my team to participate in the decision making process both as a team and as individuals. My team members are experts in their particular functions, and as such have valuable skills and experience to add to the decision making process. In order not to slip into the Human Relations leadership style, I maintain control of the final decision after getting input from the team, and manage the insignificant day-to-day decisions with an understanding of the needs of the team and the requirements of the project. I set incremental and final goals for the team after we have discussed a project and determined the appropriate path to successful completion. I am aware of personal goals of my team members, and support them while keeping in mind the organizational objectives. a.) One strength of the Participative/Consultative leadership style is that the team members feel heard and are invested in the outcome as they have contributed to the project development and structural process. This means that there is less complaining, more focus on the goals of a project, and generally more willingness to cooperate with other team members in order to reach objectives. Another is that in utilizing my subject matter experts in a given area, I do not myself have to become an expert in each area. I trust my subject matter experts to know their area of expertise...
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...FORD’S CEO ALAN MULALLY A NEW APPROACH TO DECISION MAKING 1.0 According to Rowe and Mason (1987), each decision style elicits specific traits and/or preferences. For example, the following decision making styles of analytical, behavioral, conceptual, and directive, respectively prefer specific facts, accurate and complete data, broad coverage of many options, and limited data that are easily understood (Rowe & Mason, 1987). Further, Rowe and Mason (1987) believe that style descriptors should be able to describe an individual’s mental predisposition, cognitive process, and problem solving ability. They also deem that the style descriptors can be contextually explicit—describing the environment in which the decision is being made (Rowe and Mason, 1987). These theorists describe four elements of an individual’s decision style. The four elements are: • Perception and reception to stimuli, • Capacity to handle information and to reach a meaningful conclusion, • Intuition or creativity to develop alternatives, • Dexterity to make a decision (Rowe and Mason, 1987). Rowe and Mason’s model provides general descriptions of each style through specific categories such as organizational fit, problem orientation, level of tolerance for ambiguity, technical concern, leadership, and major criticism. The general descriptions of each decision style are as follows: Analytical Style This style is characterized by a problem solving and intellectual orientation. These...
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