1.a. bhunia 1 17

European Journal of Business and Management www.iiste.org ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) Vol 3, No.7, 2011

1 | P a g e www.iiste.org

Studying Efficacy of Organizational and Conceptual Factors

on Manager’s Decision Amalendu Bhunia

Reader, Department of Commerce

Fakir Chand College, Diamond Harbour

and

IGNOU, Kolkata Chapter, India

South 24-Parganas – 743331

West Bengal, India

[email protected]

Received: 2011-10-23

Accepted: 2011-10-29

Published:2011-11-04

Abstract

The purpose of the present research is to investigate the impact of organizational factors on the styles of

manager’s decision makings and the difference between the perception of managers and employees of the

styles used by managers in India. On this basis, 100 manager and 500 employees has been chosen as

statistical sample. The analytical model of this study is based on General Decision Making Style by Scott

and Bruce. Questionnaire validity, content validity and compatibility based on 10 experts and professors as

well as the experimental implementation of the questionnaire between 20 managers and 100 employees and

also analyzing exploratory factor for both questionnaires were checked. According to the Kolmogorov -

Smirnov test results have confirmed the normal distribution of the data thus confirmed chi-square test,

one-way multivariate analysis of variance (MANOVA) and the two samples T of Friedman were used.

Keywords: General decision-making style, organization’s size, position of manager, perception difference,

government organizations

1. Introduction

Decision making in fact is the most difficult practice and sometimes the most dangerous work every

manager should do. A manager by an incorrect decision may cause irreparable damage to the body of his or

her organization (Atayi, 2010). Environmental changes and shifts results in that organizations look at their

managers as an important factor to overcome alterations, demands and environmental challenges ahead. In

such circumstances, managers need endless skills and capabilities (Gholi pour, 2008). Decisions are taken

along with achieving goals and by considering the available resources. Decisions determine the kind of

goals and the way to achieve them. Therefore decision making is a mechanism which encompasses all the

activities of the organization, and indeed affects all members of the organization as an individual or as a

member of the group. Organization collapsed without any mechanism to decide and to set its own target



individuals who are looking for (Moorhead and Griffin, 2007).

Stephen P Robbins thinks of decision as something present and relevant in all tasks. According to Herbert

Simon's decision means management and management means decisions for efficient use of energy and

resources of an organization, which is essential for the manager. Kountz said the existence of plan; program

and policies depend on the existence of the decisions. Studying of decision making processes is not a new

topic. In recent years, numerous studies in various fields and surrounding areas took place about decisions

making as a subject that results in offering several classifications so far in relation to style and

decision-making models which have been presented by experts (Olivera, 2007). Each of these

classifications according to which categories of individual, organizational and environmental factors are

important in the kind of reaction and behavior on how people face decision making situations are different

from one another (Karls et al, 2003). Corporate managers considering various influential factors such as

their personal details and their workplace organizational structure and cultural backgrounds of the

environment use different decision making methods (Mortazavi, 2000).

Hafstead (1980) believes the continuing use of a method of decision making to a considerable degree

depends on the subordinates. According to Hafstead classification from the field of culture, managers

practicing in the collectivist culture use different decision making methods in comparison to individualist

culture. According to another study, four important environmental pressure factors, interaction with other

members of the organization, responsibility requirements and characteristic peculiarities is effective in

selecting the decision making method (Comer and Becker) decide how to respond to these four determining

factors of the style by his decisions making. (Gholi Pour, 2008). Scott and Bruce paid great attention in his

studies about decision-making styles of individuals and factors affecting its internal characteristics and

individual differences of the people. On this basis they introduced five styles of decision making as general

decision making styles. These five styles are: rational decision-making styles, decision making style of

intuition, dependent decision making style, instantaneous decision-making style and avoidance style of

decision making (Hadyzadh Moghaddam 2009).

Its aim is to find checking the effect of organizational factors like (size, position in the organizational

hierarchy) and the difference of perception between staff and managers about decision making.

2. Review of Related Literatures

On the subject of this study, the definition of decision making, decision making styles and empirical studies

of decision making are described as follows:

2.1 Decision making

Harrison (1987) defines decision making in this way: ((.... a moment in a continuous process of evaluation

options to achieve the goal of different expectations about how certain actions to decision makers choose the

option that is highly likely to achieve the goal one seeks)) (Roshandel 2009). Prediction, evaluation and

comparing the outcome of solutions available and choosing the available solution for certain to be able to

reach an optimal outcome is called decision (Atayi 2010). Decision making is a process which according to

that a specific way of practicing for problem solving is chosen (Astuner, 1982). Munday assign

decision-making process to find various aspects, evaluate and select one among them. This process is

obvious in all responsibilities of the manager and helps him in doing all those tasks. (Gholi Poor, 2008).

2.2 Decision making Style



Decision making Style has been defined as a habitual pattern that people use when deciding (Driver, 1971)

or is called special way of individuals to receive and respond to the decision-making tasks (Harn, 1979).

Drive, Bursiue and Mansakar (1990) have noted that the style of decision-making is defined by the amount

of information collected and the number of other solutions when the decision is considered. Although

others suggest that it is called the differences that people collect data (Hunt, Criztokhiat, Mindel, Viusery,

1989, Mackenny and Kane, 1974, 1983 Bruce and Scott 1995). In other words, each individual

decision-making style approach and procedure shows his personality and his reaction to the decision task

(Thunholm, 2003). Style of decision-making behavior from a perceptional point of view indicate the kind

of behavior and the way people encounter situations when the decision is made (Spicer and Smith, 2005).

2.3 Rational Decision Making Style

Rational decision-making style conceptually represents a decision to follow a completely logical process

when it is going to be made. According to rational style objectives are defined clearly, all possible solutions

are selected according to identified goals and finally the best solution is implemented. (Singh, Greenhouse

1, 2004).

2.4 Intuitive Decision Making Style

Intuitive decision-making style from a perceptual point of view shows the individual’s trust to his

awareness and internal intuition when deciding. Managers of the intuitive style when deciding without

needing rational reasons to be a just solution chosen, based on insights into consciousness and instincts

chose a solution that seems to fit.(Falloup and et al, 2006).

2.5 Dependent Decision Making Style

Dependence decision making style from a conceptual point of view represents the mere reliance of the

decision maker to help and guidance from others when faced with decision situations. People, who enjoy this

style due to weakness in consciousness and inability to receive information from their environment, are

totally dependent upon others while taking decisions. (Singh and Greenhouse, 2004)

2.6 Instantaneous Decision making Style

Instantaneous decision making style conceptually represent decisions as fast and short as possible and

instantly when facing decision situations.

2.7 Avoidance Decision Making Style

Avoidance decision making style from a conceptual point of view means dodge any person's decision to

adopt when faced with decision situations. In other words people who have this style when confronted with

issues and topics that require decisions on their behalf delay the decision as far as possible (Spicer and

Smith, 2005).

2.8 Difference between managers and staff perceptions of the style used by the manager

It means the existing level of disagreements about the usage of general decision making styles among

employees and managers. Style in terms of operational decisions is a score that a person gets on the

questionnaire of decision making style. Different perceptions of managers and staff in the style manager use

in the organization: The difference from the operational point of view would be the amount of disagreement

between two questionnaire of management and staff.

3. Methodology

This study made use of a quantitative research approach, and from the viewpoint of relationship between the



variables (dependent and independent variables) is a type of correlation research.

3.1 Population and Sample

The population for this study includes all employees and managers in the counties, governorships and in the

general-governor of India in the years 2010.Which according to 2010 statistics is 920 people among which

352 are selected including 60 managers and 290 employees which have been classified through a random

sampling method with a simple proportional allocation.

3.2 Research Instrument

The measuring instrument used was a structured questionnaire which was developed and validated by

Bruce and Scott (1995); Hadyzadeh and Tehrani(2008) Of course with the help of this questionnaire the

content validity were also approved by professors and managers too where for the structural validity of

exploratory and confirmatory factor analysis and the KMO index was used. The KMO value equals 0.852

and the Bartlett test, even at a meaningful level of 0.99% (Sig = 0.000) is rejected. Note that the variances

are equal to 55.21 and specific values of each factor were greater than one, we conclude that the credibility

factor of this variable is appropriate.

3.3 Reliability

Reliability of questionnaires to measure the Cronbach's alpha was calculated that 0.817 of the reliability of

Cronbach's alpha showed good general decision-making style questionnaire. Regarding the use of

Kolmogorov – Smirnov test the normality of data distribution was confirmed and the appropriate tests were

used as follows. Chi-square test is used to check for the study of relationship status in decision making style.

MANOVA or multivariate one-sided is used to investigate the relationship between style of decision-making

managers and size of organization. The two sample T test was used to check for homogenization of styles

used by managers and the style diagnosed used by the staff for managers. Friedman test was used for showing

the ranking of decision-making from the perspective of managers and employees and Pearson correlation test

was used to determine correlation between the styles used by managers. Using two software SPSS 18 and

LISREL 8.5 analysis was developed and answers were codified with Likert’s range of five options.

The collections of questions are offered in two questionnaires. The first questionnaire for managers and

officials, and the second questionnaire for employees and manager’s assistant. Each questionnaire included

two set of questions, the first part of the questions related to demographic data of the respondent and the

second Part of the questionnaire to measure decision-making styles of managers and directors from the

perspective of staff which includes 25 questions. 5 of 25 questions are related to the rational style, 5 to

intuitive style, 5 to dependent style, 5 to instant style and 5 to avoidance style.

3.4 Validity

When assessing validity, researchers determines whether a measure used in the study actually does measure

what the researchers in tends in to measure. As already indicated, the measurement instrument developed

by Bruce and Scott (1995); Hadyzadeh and Tehrani (2008) was used in this study. The instrument was

considered valid for the purpose of the present study.

3.5 Research framework

Research framework developed in this study has used the theoretical principles which have been taken from

the ideas and opinions of experts, scholars and scientists in management science. In designing variables and

their dimensions we used Tanenbaum and Schmitt, path - goal theory, Heller theory, Fiedler leadership



contingency theory and also to evaluate them in three stages by a number of university professors and a

number of senior managers. Dependent variables from general decision making styles that were introduced

by Bruce and Scott (1995) were used because of completeness and relative comprehensiveness to the

classification with highest usage of in internal and external research was.

Theories that have been mentioned above have been used as following in choosing the independent variables.

From Tanenbaum and Schmidt theory, largeness and smallness (the size of the organization), nature of

organizational tasks (institutional status and hierarchy) and the theory of perception were used. From the

path-goal theory (House and Mitchell) in order to determine the environmental variables such as position in

the hierarchy, variable and size like the perception of the style used for this theory. This theory has been used

in this context that differences in decision-making skills exists among managers and subordinates

(employees). Also under this theory, the leader and director’s responsibility is to match his actions to coup

with the contingency situations. But with using these cases, we recognize the importance of views and

perceptions of employees and managers with decision-making styles. we choose it as the independent

variable and from the theory of Heller the position of manager as variable is emphasized. Because,

according to Heller theory the importance of decision for the organization is crucial for choosing the style and

this related to the decision maker and his position.

According to Heller another effective cases for choosing the style is the gaps in the hierarchy which

emphasis manager’s position.

Heller mentions span of control as another important factor in choosing decision making style (Heler, 1998).

This will confirm the size and position variable because the position in the hierarchy and the size and

position as a place that can monitor more or Less effectively (In the general-governor example according to

the size and position success of surveillance area is larger than the county governor and the governor's staff

and area monitoring is more than the county administrator. According to Heller who conceded that the time

and place specific requirements is very important in selecting the style of decision making procedure and

also the nature of the tasks (Project and Association Managers) has been noticed again and place has been

emphasized.

3.6 Research Hypotheses

Hypothesis I

H0: There is relationship between organizational factors and management decision-making styles.

H1: There is relationship between the position of managers in organizational hierarchy and decision making

styles.

Hypothesis II

H0: There is relationship between organization size and the style of decision making.

H1: There is difference between managers and staff perceptions of decision-making styles

4. Empirical Results

According to chi-square test (Table 1) statistics and P-value = 0.015 which α = 0.05 is smaller, assumption

of zero meaning the independent position of managers and the tendency the type of decision making styles

rejected and meaningful correlation between these two will be accepted. Considering the above table it is

observed that most managers who are employed in the Governor-General (nearly 50 percent) use rational

style. It is seen that the dominant style in the governor's management style used is intuitive. In the county it



is also observed that the dominant style used by managers is dependent style Links to organization size

Table-1: Adaptive table and chi-square test to evaluate relationship of the position of managers and

decision-making style

Total County Governor Governor-General Manager’s Position

Decision making Style

41.7 20 20 50.0 Rational

36.7 25 53.6 44.1 Intuitive

21.7 50 16.4 5.9 Dependent

100 100 200 200 Sum

12.327

df = 4

P =0.017

Chi-Square results

Total County Governor Governor-General Manager’s Position


41.7 20 20 50.0 Rational

36.7 25 53.6 44.1 Intuitive

21.7 50 16.4 5.9 Dependent

100 100 200 200 Sum

12.327

df = 4

P =0.017

Chi-Square results



Table-2: Descriptive Statistics; Effect of Size of Organization on Decision Making Styles

Table 2 indicates descriptive statistics based on the organization. It can be seen for each style based on

organizations means are not equal and a difference between them is observed. According to Table 2 it can

be seen that the rational style scores is greater for Governor-General, therefore it is said that

Governor-general Managers have greater tendency to use a rational style. For intuitive style mean scores is

greater for governor office, consequently it is said that governor managers have greater tendency to use

intuitive style. For dependent style mean scores for the county is larger, therefore it is said that county

managers have greater tendency to use the dependent style.

For two style of avoidant and instantaneous we can’t say which organizations uses this kind of style more

because approximately they have equal means.

Table 3 show the homogeneity of variance tests indicated that homogeneity of variance test here will be

accepted with regard to Sig = 0.142. Most often this test is rejected, in which the statistical population is

non-normal; but data in this study is normal. Two indexes of Pillai's Trace and Wilks' Lambda are used to

show this matter that weather the mean for the group offered are equal or not. Most social science studies

use Wilks' Lambda index. The Pillai's Trace is also a good substitute for this.

Organization Mean Standard Deviation

Intuitive

Governor-General 2.71 0.64

Governor 3.30 0.63

County 2.58 0.70

Total Sum 2.86 0.68

Dependency


Governor 2.93 0.83

County 3.55 0.69

Total Sum 3.53 0.71

Rational


Governor 2.24 0.98

County 2.11 0.94

Total Sum 2.26 0.84

Instant


Governor 2.31 1.02

County 2.17 0.72

Total Sum 2.38 1.00

Avoidant


Governor 1.76 1.03

County 1.50 0.52

Total Sum 1.67 0.80



Table-3: Homogeneous variance test

53.769 Box's M

1.490 F

30 df1

3658.630 df2

.142 Sig

Table-4: Multivariate analysis of one way variance to evaluate the relationship between the kind of

management decisions style and size of organization

In this section it can be seen that the Wilks' Lambda is equal to 1.802 and Sig = 0.006 showing that this test

is statistically meaningful. (F (10, 106) = 7.24, P <0.05) shows that the hypothesis of equality between the

average of three organizations for the styles used by managers can be rejected and it can be shown that in

any organization of which style is used more. Also according to the last column of Table 4 (the relationship

between two factors) can be seen this ratio is equal to 0.405 which show a good relationship between

organization size and type of style management use.

Hypothesis II: There is difference between managers and employees perception in the organization

decision-making styles.

To investigate this hypothesis, we first check it completely to decide if there is difference between

manager’s and the style of its managers told by the employees that there is a difference or not? If the

difference was meaningful we would use Friedman test and the gaps would be identified.

If in this test α = 0.05 P-value < the assumption of equal means is rejected and the assumption of existing

differences is accepted.

Coefficients Coefficients F Valence

Degree

Sig. Coefficient of

relationship

between two

factors

Consta

nt

Amoun

t

Pillai's Trace .987 811.083a 5.000 .000 .987

Wilks' Lambda .013 811.083a 5.000 .000 .987

Age Pillai's Trace 1.202 8.212 10.000 .002 .401

Wilks' Lambda 1.802 7.238a 10.000 .006 .405



Table-5: Two sample T test to evaluate homogeneity of style used by managers and the style diagnosed

by the employees for the managers

According to Table 5 and test results it can be seen that according to values for t = 3.32 and P-value = 0.001 and

the value of the mean difference equaled to 0.21 the result is a meaningful difference between the style used by

managers and the type style used by Managers from employees viewpoint. As it is observed, the style managers

have offered about their decisions is different from the employees recognize for their managers.

To show this difference it was acted as follows:

Table-6: Friedman test ratings of decision-making styles from the viewpoint of managers and employees

Table-7: Friedman test as a meaningful one on prioritizing the style used by managers and the style

used by managers through employee’s viewpoint

p-value T Valence

Degree

Mean

differences

and

confidence

interval

Standard

Deviation

Mean Number Group Title

0.001 3.32 384 .21, (.086 ,

0.34)

.69786 3.24 100 Managers Homogeneity of

Style used by

managers and the

distinguished style

used by

Employees for

managers

.38379 3.03 500 Employees


Style Used with managers Style Used with Managers from Employees

Perspective

Coefficient Rank Coefficient Rank

Rational 3.98 1 2.99 3

Intuitive 3.84 2 3.97 1

Dependent 2.98 3 3.52 2

Instant 2.13 4 2.70 4

A 2.07 5 1.83 5

Style Used by managers Style Used by Managers from Employees Viewpoint

Number 60 290

102.385 319.291

Valence Degree 4 4

.000 .000



The test results used for the styles of managers with value of chi-square = 102.385 and on the two-star level

(sig = 0.000) is meaningful. Also test to see the style used by managers from employees viewpoint were

checked. The test result value chi-square = 319.29 and with the value of 0.001 at the two stars level is

meaningful.

According to the coefficient table of Friedman test we can show the gap in the T-Test as indicated.

Considering the table it can be concluded that the rational style is of the first priority or the dominant style

used by the managers. So it is observed regarding the employees opinion that is given if the test result in

the desired employee is observed that this style is located in the third rank. Intuitive style is ranked second

in place by manager’s opinion but it is in the first place by employee’s. Also it can be seen that the directors

have declared that their third priority in the decision making process is the dependency style, while

according to employees in management decision making process this style is in the second priority. For

instant and avoidance style managers and employees ideas are the same, and they are given the same rank.

Now that the overall gap and the difference between the viewpoints of employees were identified in this

section we investigate the difference and gap between the viewpoints of staff and managers in different

organizations separately. In this test if α = 0.05 >P-value supposing equal means is rejected and the

assumption of existing data is accepted.

According to Table 8 and the test results, it is observed for the Governor-general according to t = 4.9 and

P-value = 0.000 and mean difference in the amount equal to 0.46, we can conclude that there is a

meaningful differences between the mean type of model used by managers and the average type of model

Used by managers from employees viewpoint. A model that managers offer for their decision making

process is different from what employees distinguished for their managers.

To show this gap and difference as before we use Friedman test as follow

Table-8: The two-sample T test to evaluate the homogeneity of style of manager’s used and

distinguished style used by employees for managers of Governor-General

Decision making Style used by

Governor-General managers


Governor-General managers through

Employee’s Viewpoint

Number 34 144

63.130 141.945

Valence Degree 4 4

.000 .000



Table-9: Friedman rank test, decision styles from the viewpoint of managers and employees of the

Governor-General

Table-10: Meaningfulness of Friedman test on prioritizing the style used by managers and the style

offered for manager’s from employee’s viewpoint

The test results used for the styles of managers with much chi-square = 63.13 and at the two-star level (sig

= 0.000) is meaningful. Also test for the style used by managers from employees viewpoint were checked.

The test result value chi-square = 141.95 and 0.001 at the two star level is meaningful. According to the

coefficient table of Friedman test we can show the gap that was offered in the difference of T-Test indicated.

By viewing the table it is concluded that the prevailing style of management used and to have the first priority

allocated to is the rational style. As with the following test result about the employee’s opinion, it can be seen

that the rational style for managers from employee’s viewpoint is located in the third place. From manager’s

viewpoint dependency style have the third place in their decision making process; which employees in this

process are putting priority on dependency style for their managers. Intuitive style of the managers in their

decision making process and from the viewpoint of employees in the process of decisions is in second place.

There is no difference of opinion between managers and employees in both style avoidance and instantaneous

one and both groups have put them in the fourth and fifth priority.

In this test if α = 0.05> P-value, the assumption of equal means is rejected and the assumption of existing

differences will be accepted

Governor-General Decision

making Style

Style used by managers Style used by managers From

Employees perspective


Rational 4.34 1 2.92 3

Intuitive 3.71 2 3.48 2

Dependent 2.75 3 3.97 1

Instant 2.65 4 2.69 4

Avoidant 1.56 5 1.94 5

Decision making

Style used by

Governor-General

managers


Governor-General managers through

Employee’s Viewpoint

Number 34 144

e 63.130 141.945

Valence Degree 4 4

.000 .000



Table-11: Two sample T test to evaluate homogeneity of style used by managers and the style

diagnosed to be used by employees for their managers in the governorship

According to Table 11 and test results, it can be seen that the results for governorship according to t = 2.99

P-value = 0.003 and mean difference equal to 0.288, we can conclude that there is a meaningful difference

between the mean type of model used by managers and the average type style used by managers through the

employees viewpoint.

To show this gap and difference like the previous part we use Friedman test as follows.

Table-12: Friedman test for the ranking of the decision styles of managers and employees in the

governorship

Table-13: Meaningfulness of Friedman test on prioritizing style intended for managers; the intended

style for managers by the employee’s viewpoint

Styles used by managers through employees viewpoint

(Governor-General)

Styles used by managers

(Governor-General)

115 14 Number

158.019 18.964 4 4 V

.000 .001

p-value t Valence

Degree

Mean

differences and

confidence

interval

Standard

Deviation

mean Number Group Title

.003 2.99 127 .288, (0.097,

0.48)

.35 3.2857 14 Managers Homogeneity of Style

used by managers and the

distinguished style used

by Employees for

managers in the County

.34 2.9974 115 Employees


Governor

Styles used by managers Styles used by managers through

employees viewpoint


Rational 2.54 3 3.06 3

Intuitive 4.07 1 3.61 2

Dependent 3.86 2 4.02 1

Instant 2.34 4 1.66 5

Avoidant 2.00 5 2.65 4



The test results used for the styles of managers with value of chi-square = 18.96 and two-star level (Sig =

0.000) is meaningful. Also the test used for managers model used from the viewpoint of employees was

checked. The test result value is meaningful for chi-square = 158.019 0.001 in the two stars. According to

Table 13 Friedman coefficients test gap that has been indicated in T-Test exists a difference.

With observing table 12 we can conclude that the dominant style used by managers with the first priority is

the intuitive style. While by considering the outcome of this test about the opinion of the employees it can

be seen that employee’s intuitive style of the managers from employee’s viewpoint is ranked second. On the

other hand stuff believes dependence style to be in the first place, while the managers own opinion saw the

dependency style in the second place.

Managers have placed rational decision making style in the third priority and this is the same for employees.

Managers in their process of decision making have placed instant style in the fourth place and the

avoidance style in the last. In this test if α = 0.05> P-value the assumption of equal means is rejected and

the one related to existing differences will be accepted.

Table-14: The two sample T test to evaluate homogeneity of style used by managers and the style

distinguished by the employees for managers in the county

p-value t Valence

Degree

Mean differences

and confidence

interval

Standard

Deviatio

n

Mean Num

ber

Group Title

.013 2.58- 41 -.36, (.064-, -.07)

.57 2.7 12 managers Homogeneity of

style used by

managers and

styles diagnosed

by employees for

managers in the

county

.33 3.03 31 Employees

According to the above table 14 and test results we can observe that for the county according to t =- 2.58,

and P-value = 0.013 and mean difference in the amount equal to 0.36-the result is a meaningful difference

between the mean type of model used by managers and mean type of model used by managers through

employee’s point of view.

To show this gap and difference as part of the Friedman test like before we act as follow



Table-15: Meaningfulness of Friedman test on prioritizing the style used by managers and the style

used by managers from employee’s point of view

Table-16: Friedman test for ranking decision making styles from the view point of managers and

employees in the county

Styles Used by

Managers

Styles Used by Managers from the view

point of Employees (Governor General)

Number 12 31

28.157 23.747

Valence Degree 4 4

.000 .000

The results of this test is meaningful for the styles used by managers with value of chi-square = 28.16 and

two-star level (sig = 0.000). Also the test was checked for the model used by managers through employee’s

viewpoint. The test result is meaningful with the value chi-square = 23.75 and 0.001 in the two star model.

According to the Friedman coefficient table test we can show the gap that exists in different outcomes of

T-Test.

By observing this table we can conclude that most important and the first style in managers claimed to be

important in their decision making style is the dependency one. While this styles enjoys the second place

in the decision making process of the employees. Managers have stated that using intuitive style is in the

second priority in which employees have given it the first priority. At the county managers and staff have

placed the rational style in the third priority and in this case there is no difference of opinion between

managers and employees. Managers have placed the instant style in the fourth priority but employees claim

that managers use the as their last priority. Also managers have placed the avoidance style in the last place

but employee stated that they use this style as their fourth priority.

5. Discussion and Conclusion

The purpose of the present research is to investigate the impact of organizational factors on the styles of

manager’s decision makings and the difference between the perception of managers and employees of the

styles used by managers in the Governor-General Office in India. Finding this research indicate there are

relationship between position of managers in organizational hierarchy and decision-making style. The

following research results indicated that organizational factors such as size of the organization and position of

County’s Decision

making Styles

Styles used by managers Styles used by Managers through Employees

Perspective


Rational 2.79 3 3.02 3

Intuitive 3.50 2 3.76 1

Dependent 4.67 1 3.39 2

Instant 2.58 4 1.97 5

Avoidant 1.46 5 2.87 4



director of the organization in organization’s hierarchy influence the style of overall decision makings by the

manager. Also there is a meaningful difference between the perception of managers and staff about the style

of manager’s decisions.

To testing the hypothesis, both Chi Square and one sample t is checked and is used in the status of each

organization. Results of Chi Square test both with ((017 / 0 = P and 72 3 / 12 = X_14 ^ 2) showed that there is

meaningful relationship between the position of managers in organizational hierarchy and decision models.

According to the table of results it can be seen the largest percentage of managers in the Governorate-general

use rational style (50 percent) and the largest percentage of managers in the governor's use intuitive style (6 /

53) and the highest percentage for styles used by the managers in the county is the dependent style .(50

percent).

The t test results for each organization confirmed the chi-square test results. The average scores for the

Governor-General has the highest mean, which shows that in the governor-general rational style is used

which is the prevailing style. For the governor in the second row it shows that the majority of managers use

intuitive style. Also for the county it can be seen that the mean of opinion offered was less than average

which shows the usage of managers from the next style or the dependent one.

We survey relationship between the size of the organization (Governor – General, Governor and county) and

decision making styles. We used multivariate analysis of variance or MANOVA and due to this case that the

seen meaningful is smaller than acceptable meaningful level of value (005 / 0). Therefore supposing equal

means for all styles in any organization is rejected. So according to table results we can conclude that for the

rational style the highest mean is in the governor-general and for the governor the highest mean belong to

intuitive style and for dependent style the highest mean can be seen in the county section of the study. But for

two style of instantaneous and avoidant the meaningful difference between the organizations is not found. In

this regard, I couldn’t find a research to compare the finding with. Also this research indicates there is

difference between managers and the staff perception of decision-making models in different organizations.

To testing the above hypothesis in general the two-sample independent t-test and Freidman test was used.

Then these tests were repeated separately to incorporate organizational hierarchy to identify different

perspectives of each organization and the following results be obtained.

In the overall test the difference between the perception of management and staff from decision making style

with values (001 / 0 = p and 32 / 3 = (348) t) were meaningful. Friedman test result showed that from

manager’s viewpoint the rational style has the highest priority, intuitive style second priority and the third

priority belongs to dependent style. While from staff viewpoint intuitive style highest priority, dependent

style second priority and rational style is in the third priority. From the viewpoint of managers and employees

instantaneous and avoidant style are in the fourth and fifth place respectively.

Test results for the Governor-General with values (001 / 0> p and 9 / 4 = (76 / 0) t) has shown a meaningful

difference for management and staff perception. Friedman test results indicated in this regard, rational style

for managers in the highest priority, intuitive style in the second place and the dependence style on the third

priority. While from employee’s perspective dependent style in the highest priority, intuitive one in the

second and rational is placed in the third priority. In instantaneous and avoidant style from the perspective

of managers and employees are in the fourth and fifth place respectively.



The test for governor with a value of (003 / 0 = P and 99 / 2 = t127) show a meaningful difference between

management and staff perceptions of the decision model.

Freidman test result in this case shows from manager’s perspective intuitive style has the highest priority,

second priority belongs to dependent style, the third priority goes to rational style and instantaneous and

avoidance styles have the fourth and fifth priorities respectively. While the results of this test from the

perspective of employees showed that; dependent style in the highest priority, intuitive style in the second

priority, rational style in the third, avoidant fourth and instantaneous style is in the fifth priority. The results

showed that the in the governor, from the perspective of both managers and employees the dominant style

(rational) is in the third priority.

Test results for the county with values (05 / 0 = α> 013 / 0 = P and 58 / 2 - = t41 showed that there is

meaningful relationship between manager’s and staff perceptions of the managers decision models. Freidman

test results in this regard showed that from the perspective of managers in the county dependency style has

the highest priority, intuitive style in the second priority, rational style in the third priority, fourth priority goes

to instantaneous style and the fifth priority belongs to avoidance style. While from the perspective of

employees, the intuitive style has the highest priority, dependence one second, rational style third, avoidance

fourth and instantaneous style has the fifth place.

The results showed that in the county like governor, the dominant style used from the viewpoint of both staff

and managers is in the third priority.

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