DECISION Making Styles: A Saudi Managerial Context Mustafa M. Ashwi King Fahd University of...
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Transcript of DECISION Making Styles: A Saudi Managerial Context Mustafa M. Ashwi King Fahd University of...
DECISION Making Styles:DECISION Making Styles:A Saudi Managerial ContextA Saudi Managerial Context
Mustafa M. AshwiMustafa M. Ashwi
King Fahd University of Petroleum & MineralsKing Fahd University of Petroleum & Minerals
Saudi Arabia Saudi Arabia
8th Congress of The International 8th Congress of The International Association for Cross-Cultural Association for Cross-Cultural
Psychology, Isle of Spetses, July 11-15, Psychology, Isle of Spetses, July 11-15, 2006, Greece. 2006, Greece.
BackgroundBackground
studies sampled too few countries to studies sampled too few countries to discern which cultural values are discern which cultural values are associated with reliance on what associated with reliance on what sources.sources.
Managing Org. EventsManaging Org. Events
(1) the individual’s own expertise, (1) the individual’s own expertise, based on prior experience and based on prior experience and training; training;
(2) social sources - typically (2) social sources - typically superiors, subordinates, specialists, superiors, subordinates, specialists, and co-workers; and co-workers;
The executives & middle The executives & middle managers were asked to managers were asked to respond to eight events.respond to eight events.
The events are: The events are:
(1) When a vacancy arises that requires (1) When a vacancy arises that requires appointment of a new subordinate in your appointment of a new subordinate in your department;department;
(2) When one of your subordinates does (2) When one of your subordinates does consistently good work; consistently good work;
(3) When one of your subordinates does (3) When one of your subordinates does consistently poor work; consistently poor work;
(4) When some of the equipment or (4) When some of the equipment or machinery in your department seems to machinery in your department seems to need replacement; need replacement;
The eight sources of guidance were listed, The eight sources of guidance were listed, as follows:as follows:
(1) ‘Formal rules and procedures’; (1) ‘Formal rules and procedures’;
(2) ‘Unwritten rules as to ‘how things are (2) ‘Unwritten rules as to ‘how things are usually done around here’’; usually done around here’’;
(3) ‘My subordinates’;(3) ‘My subordinates’;
(4) ‘Specialists outside my department’;
(5) ‘Other people at my level’;
(6) ‘My superior’;
(7) ‘Opinions based on my own experience and training’; and
(8) ‘Beliefs which are widely accepted in my country as to what is right’.
ObjectiveObjective
To investigate the Saudi executives' To investigate the Saudi executives' & middle managers decision making & middle managers decision making styles on the basis of studying how styles on the basis of studying how they manage different events or they manage different events or situations. situations.
Questions of the studyQuestions of the study How managing different events is How managing different events is related to some variables such as related to some variables such as age, seniority, education, company age, seniority, education, company size, ownership, activity and other size, ownership, activity and other related variables?related variables?
What are the differences between What are the differences between Saudi top managers and middle Saudi top managers and middle managers' decision making styles? managers' decision making styles?
The sample (N=328) was drawn The sample (N=328) was drawn accidentally from both public and accidentally from both public and private sectors companies in Saudi private sectors companies in Saudi Arabia.Arabia.
Sub-sampleSub-sampleSizeSize%%
ExecutivesExecutives17217252%52%
Middle managersMiddle managers15615647.6%47.6%
ResultsResults
Sum of Squaresdf
Mean SquareFSig.
RULESBetween Groups31.947131.9471.019
0.314
Within Groups9,245.68929531.341 Total9,277.636296
NOWRITENBetween Groups342.9771
342.977
9.8620.002
Within Groups9,842.23028334.778 Total10,185.20
7284
SUBORDINBetween Groups28.360128.3601.036
0.309
Within Groups7,935.04829027.362 Total7,963.408291
EXPERTSBetween Groups716.1191
716.119
16.869
0.000
Within Groups11,929.047
28142.452
Total12,645.166
282
PEERSBetween Groups8.93618.9360.202
0.654
Within Groups12,055.940
27244.323
Total12,064.876
273
SUPERIORBetween Groups680.4021680.402
17.451
0.000
Within Groups10,800.208
27738.990
Total11,480.609
278
EXPERIENCEBetween Groups111.3781111.3783.2890.071Within Groups10,022.2
2229633.859
Total10,133.601
297
BELIEFSBetween Groups1,213.006
11,213.006
23.705
0.000
Within Groups15,095.203
29551.170
Total16,308.209
296
FAMILYBetween Groups1,073.925
11,073.925
14.130
0.000
Within Groups22,345.034
29476.004
Total23,418.959
295
FRIENDSBetween Groups182.5241182.5243.0500.082Within Groups17,655.7
1829559.850
Total17,838.242
296
Significant differencesSignificant differences
1- non written rules1- non written rules
2- Relying on experts2- Relying on experts
3- Relying on superiors3- Relying on superiors
44 - -Relying on BeliefsRelying on Beliefs
55 - -Relying on familyRelying on family
DiscussionDiscussion
Are the significant differences Are the significant differences attributed to:attributed to:
- Cross-cultural differences?Cross-cultural differences? OROR- Sub-cultural differences?Sub-cultural differences? OROR- Both?- Both?
THANK YOUTHANK YOU