Measuring Managerial Decision-Making: The DMQ Methodology

Decision-making plays an important role in management as managers´ decisions have a multiplicative impact in various areas of organization. However, managerial decision-making is influenced by a number of personality and situational factors. The contribution thus presents the results of verification of a new, original methodology Decision-Making Questionnaire (DMQ), proposed on the basis of the Vroom-Yetton model of decision-making (Fotr et al. 2006). From the methodological viewpoint, DMQ is based on the dispositional, trans-situational approach to studying personality traits. The factor analysis enabled extraction of four factors explaining 47% of variance. These factors represent four decision-making styles defined by two dimensions (own information – acquired information, I make my own decisions – I make collective decisions with others).

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Antecedents and consequences of managerial decision-making styles in the Arabian Gulf

Management Research Review ◽

10.1108/mrr-02-2018-0047 ◽

2019 ◽

Vol 43 (7) ◽

pp. 811-845 ◽

Cited By ~ 2

Author(s):

C. Muhammad Siddique ◽

Hinna Fatima Siddique

Keyword(s):

Decision Making ◽

Survey Data ◽

Arabian Gulf ◽

Management Style ◽

Managerial Decision ◽

Gulf Region ◽

Managerial Decision Making ◽

Content Type ◽

Decision Making Styles ◽

Antecedents And Consequences

Purpose This paper aims to examine managerial decision-making approaches, their antecedents and consequences in the Arabian Gulf context. Using recent survey data, the study offers a critical assessment of prevailing myths about decision-making styles in the Arabian Gulf. Design/methodology/approach Survey data were collected from a sample of 432 managers working in public and private sector companies in the United Arab Emirates (UAE). A combination of statistical techniques including confirmatory factor analysis (CFA) and hierarchical regression analysis was used to test research hypotheses. Findings The findings of this study question the myth that UAE or Gulf managers mostly pursue consultative and participative styles of management. Most UAE managers continue to practice an autocratic and a pseudo-consultative style of decision-making, undermining the value of employee input in the decision-making process. The data revealed a strong negative relationship between autocratic management style and a range of personal and organizational outcomes such as job satisfaction, organizational commitment, organizational citizenship behavior, performance and innovative human resource management practices pertaining to work-family life balance and diversity programs. Most employees perceived autocratic management style as a major source of job stress, absenteeism and turnover. Socio-demographic characteristics of managers and their work organizations, considered as antecedents of decision-making styles, played a limited role in shaping decision-making approaches or their consequences. Globalization and associated socio-cultural changes that UAE and other Gulf region countries have experienced over the past two decades seem to have only a marginal impact on decision-making styles. Research limitations/implications Use of perceptual survey data places some constraints on the generalizability of our findings. Future research may address this issue with multiple data sources including an in-depth case study. Practical implications The findings of this research should be of special interest to both domestic and multinational companies in seeking alignment of their management approaches with the emerging competitive business environment in UAE and other Gulf countries. Theoretically, the paper documents the value of the continuum theory of managerial behavior in UAE and the Arabian Gulf context. Originality/value The study represents a first major effort to develop and test a comprehensive conceptual model of antecedents and consequences of managerial decision-making styles in UAE, which may be extended to other countries in the Arabian Gulf region. The value-added contribution of the study may be seen in its critical analysis of prevailing beliefs and assumptions about management practices in the Arabian Gulf.

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The Influence of the Time Factor on Managerial Decision Making

Теория и практика общественного развития ◽

10.24158/tipor.2020.12.8 ◽

2020 ◽

pp. 47-50

Author(s):

Ksenia Valerievna Gorokhova

Keyword(s):

Decision Making ◽

Economic Efficiency ◽

Time Management ◽

Time Factor ◽

Situational Factors ◽

Managerial Decision ◽

Managerial Decision Making ◽

Time Discounting ◽

Spheres Of Influence ◽

Condi Tions

The paper deals with the time factor and its influ-ence on managerial decision making in organiza-tions. The technology of a set of situational factors of the company is proposed to determine the spheres of influence of the time factor on manageri-al decision making. The points of intersection of the time factor with management decisions, which are divided into internal and external by the influence exerted, are considered. Then the author refers them to accounting and regulation within operational and strategic management. The phenomenon of time discounting and its impact on management deci-sions are explained. Ways to improve the methodol-ogy of time management system for use in condi-tions of lack of time are presented. A method is pro-posed for calculating the economic efficiency of an enterprise, taking into account the time factor.

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Emotional intelligence as a determinant of management decision-making styles

Perspectives of science and education ◽

10.32744/pse.2021.3.24 ◽

2021 ◽

Vol 51 (3) ◽

pp. 344-359

Author(s):

Anatoly V. Karpov ◽

◽

Natalia V. Sidorova ◽

Keyword(s):

Decision Making ◽

Emotional Intelligence ◽

Diagnostic Methods ◽

Management Decision ◽

General Level ◽

Managerial Decision ◽

Managerial Decision Making ◽

Decision Making Styles ◽

Management Decision Making ◽

Decision Making Processes

Introduction. Nowadays, management psychology structure consists of two major fundamental lines of research – psychological theory of managerial decision-making process and researches in the sphere of emotional intelligence and its influence on management activity and organizational resilience management overall. However, still there is almost total lack of researches carried out on the border line of these directions, causing a significant deterrence of development of each of these trends. In this regard, the main purpose of this research is to identify and explain the determinative influence of emotional intelligence on the stylistic differentiation of managerial decision-making processes. Materials and methods. The first group contains diagnostic methods - self-developed methodology of management decisions' stylistic differences diagnostics and D.V. Lucine's methodology «Emotional Intelligence». The second group contains, on the one hand, traditional mathematical-statistical data-processing methods (ANOVA), and on the other hand, methods based on the structural psychological analysis methodology. It is important to note that 304 people took part in this research on its different phases Results. Statistically significant differences were obtained both in the general level of emotional intelligence and in all its components (F = 3,02-8,54 at p≤0.03). Different style groups formed a certain sequence according to the degree of decrease in the total score of emotional intelligence: a group with a realization style – 104,3 points, with an authoritarian style – 93,9 points, with a marginal style – 89,7 points, with a situational style – 87,1 points, with a conniving style – 83,7 points. At the same time, the greatest organization of the structure was found among managers with a permissive style, and the least among respondents with a dominant authoritarian style. Discussion and conclusion. Much new evidence has been presented to identify and explain a general pattern based on the significant determinant influence of emotional intelligence on management decision-making styles. The research has proved that stylistic differences in the managerial decision-making processes stem from qualitatively heterogeneous structural patterns of emotional intelligence, but not only from its local characteristics.

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