Public Energy Management and Decision-Making Model: A Proposal based on Energy Sustainability Indicators

The objective of this study is to develop a decision-making model for the Brazilian electricity sector, based on sectoral indicators of energy sustainability. The methodology of this investigation constructed sectorial indicators of energy sustainability, from linear correlations verified between variables of the energy input and development variables, whose results fed a decision-making structure supported by technology, norms and rules and in the decision style. The place of study was the State of Pará and the time span between 2010 and 2019. The investigation concluded the need to re-read the decision-making process in the Brazilian electricity sector, through the essential use of a sectorial system of indicators, which demonstrates strategic respect for the specificities the economic sectors and to guide, through a decision-making model, how electricity can be translated into development based on the productive processes of these sectors.

A Hesitant Fuzzy Envelope Based Expert System in Human Decision Making

Naturally, individual decision style is qualitative rather than quantitative settings. In nature, the human way of thinking is uncertain and fuzziness that demands the use of the linguistic approach of problems related to the decision. The group decision making process is highly affected by hesitant situations among the members for clarity-based decisions. In order to remove the hesitant situations, the proposed Hesitant Fuzzy Envelope expert system provides the group decision making processes with more realistic output in envelope form rather than CRISP one. In this study, we shall discuss a linguistic based expert system that will help to make more realistic decisions in a hesitant situation by using Hesitant Fuzzy Envelope technique.

Impact of Decision-Making Styles on Leadership Styles in Business Managers

The present study was sought to examine the role of rational, intuitive, dependent, avoidant, and spontaneous decision styles in the prediction of transformational, transactional, and laissez faire leadership styles. Research questionnaire were Urdu-translated versions of General Decision styles Questionnaire (Scott & Bruce, 1995) and Multifactor Leadership Questionnaire (Bass & Avolio, 2000). The sample of the current study consisted of 300 business managers from different regions of Pakistan. Purposive sampling was employed to collect the data. Multiple Regression analysis and Stepwise Regression analysis demonstrated impact of decision styles on leadership styles. Rational and intuitive decision style displayed positive effect and avoidant decision style displayed negative effect on transformational leadership style. Rational, intuitive, and dependent positively predicted transactional leadership style. Avoidant decision style displayed positive effect whereas rational and spontaneous decision style showed negative effect on laissez faire leadership style. The study shed light on the fact that the decisions of the leaders can be used as determining factors to assess their leadership in the business organizations. Keywords: Decision Making Styles, Leadership Styles, Business Managers.

A Q-Methodological Analysis of School Principals’ Decision-Making Strategies during the Change Process at Schools

The purpose of the research was to explore the decision-making strategies that school principals employ while dealing with the challenges faced during the change process at schools. The study was conducted in two cities located in Central and Southeast Turkey, with a sample comprising 29 primary, middle and secondary school principals, selected via a purposive sampling technique. Q methodology, a qualitative-dominant mixed methods research design, was used in the study. The researchers developed and used a concourse of 24 specific items that target school principals’ decision-making strategies about change-related challenges in schools by taking a perception-driven decision-making model as the theoretical framework. The statistical software PQMethod was used for data analysis. The findings revealed that school principals shared similar views via the item configurations provided regarding decision-making during times of change, and had a similar profile in terms of decision-making and related strategies. The behavioural decision style was found to be the preferred style. The principals had a profile featuring a high focus on people and low cognitive complexity. The dominant beliefs driving their decision-making strategies seemed to incorporate comprehensive evaluation of the current situation, ethical concerns and organisational values, assessment of technical details, and thorough data collection. Some implications are drawn for researchers and practitioners.

NSCLC: Integrating the “Yale model shared decision-making solution” into the practice setting.

7054 Background: Lung cancer patients are faced with treatment choices that involve complex decisions that can be preference-sensitive. In 2017 the National Quality Forum initiated a “Call to Action” to integrate shared decision-making (SDM) processes into practice in which clinicians and patients work together to make healthcare decisions that align with what matters most to patients. Projects In Knowledge, @Point of Care, Dartmouth and Yale collaborated to develop a pilot educational initiative to address and improve patient-centered care and SDM processes in the institutional cancer-care setting. Methods: Training materials co-developed for the Yale NSCLC team members (oncologists, nurses/NPs, social worker) address SDM, Checkpoint Inhibitor Therapy in NSCLC, and clinician-patient role play methods for implementing SDM in treatment discussions/decisions. Qualitative interview and observational methods were used to assess improved SDM performance by the multidisciplinary Yale NSCLC team by comparing baseline pre-intervention to post-intervention interviews and rating observed performance on case study role-play scenarios. Following the training and assessments, a focus group that included all team members was conducted to assess the acceptability, feasibility, and repeatability of the program and to inform future education. Results: Training empowered all Yale NSCLC team members to show pre- to post-education improvement in SDM (34% to 88%). Areas of greatest improvement: 1) providing reasonable treatment options to patients (+58%); 2) determining decision style preference – to what extent a patient wants to participate in the treatment decision process with their clinician (+76%); 3) determining patients’ risk tolerance regarding treatments that may be more efficacious but may have more side effects (+77); and 4) determining patients’ goals/preferences (+88%). Conclusions: Educational training improved SDM skills by all Yale NSCLC team members, which can lead to improved clinician-patient decision-making and patient-centric care. The training process also facilitated team building and encouraged ongoing participation in SDM.

Team Decision Making: The Dynamic Effects of Team Decision Style Composition and Performance via Decision Strategy

As teams continue to become more prevalent in modern-day organizations, researchers and organizations alike can benefit from a more nuanced understanding of teams’ decision-making process, which can ultimately impact organizational effectiveness. Although team processes are conceptualized as dynamic phenomena, they have largely been treated as static in research. In this study, we draw on the input-mediator-output-input and episodic team performance frameworks to advance a theoretical model of the dynamic, reciprocal effects of team rational decision strategy and team performance as well as the role of team composition of individual rational decision style. We sampled 320 participants in 85 teams competing in a 10-week business strategy simulation where teams made weekly strategic decisions that contributed to team performance. Teams composed of individuals with rational decision styles were more likely to adopt rational decision strategies, which led to better team performance. Additionally, results revealed a positive reciprocal effect between rational decision strategy and team performance such that teams with positive prior performance were more likely to engage in subsequent rational decision strategy. As hypothesized, team composition of members’ rational decision style was the primary determinant of team rational strategy during initial stages of team development, but the valence of outcome feedback (i.e., prior performance) took over as the stronger predictor of team rational strategy during later stages of team development. We contribute to the team and decision-making literatures by examining the dynamic process of team decision making and team performance.

THE INDIVIDUAL STYLE OF DECISION MAKING BY ADMINISTRATORS OF MEDICAL ORGANIZATIONS IN PERSPECTIVE OF EVALUATION OF MANAGEMENT POTENTIAL

In assessing management potential of a manager, it is necessary to consider one's personal characteristics, in particular, management decision-making style. A physician repeatedly makes clinical decisions on patients’ treatment and this experience shapes his/her individual decision-making style, which in turn defines personal features of physician as a leader. Purpose of study. To evaluate the management potential of leaders of medical institutions of the Tomsk oblast on the basis of investigation on their decision-making styles. The decision-making style was identified using A. Rowe's technique (Decision Style Inventory) widely applied in various research areas. The sampling of survey included 1097 physicians, including head physicians (4,8%), deputy head physicians (10,1%), heads of department (11,9%). Decision-making styles of leaders differ depending of the various levels of management. The analytical style dominates among head physicians, followed by conceptual style. For the largest cohort of deputy head physicians analytical style also dominates, but the second rank of dominating styles is for directive style. In general, moving down administrative staircase the percentage of managers with dominating conceptual style is decreasing and percentage of those who are oriented on individual (authoritarian) decision-making processes and also those who are focused more on human relationship than on tasks solution increases. The possibilities of transformation of individual style of decision making are limited and require conscious efforts, that tasks a complicated problem before leaders of medical institutions concerning assessment of management potential of development and training of long-term human resources reserve.