Slide Leadership GROUP4

8/3/2019 Slide Leadership GROUP4

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DEVELOPING ETHICAL LEADERSHIP

Group Presentation No. 2:

1. BA, NGUYEN HUU

2. TUAN, NGUYEN SY

3. TU,TRAN MINH

4. HA, DINH HONG

5. HAI, LE THI THANH

6. VIET, MAI QUOC

7. HAI, TRAN MINH

8. HUY, PHAM QUANG

Instructor : Dr. Dung, Thai Tri

Group 4 (GaMBA01.C0111):

Topic 4:

Models of decision making Vroom-Yetton, contact the leadershipbehaviors to model selection decision and improve the efficiencymeasures for the leaders to decide


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II

3

III

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I

Normative decision model with

leadership behaviors

Vroom-Yetton Model decision-making

Leadership and leadership behaviors

CONTENTS

IV Solution to develop effectiveness ondecision-making process for leaders


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1. What is leadership?

Influencing people

Commanding people

Guiding and supporting people

THE GOAL OFORGANIZATIONS

I. Leadership and leadership behaviors


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2. Leadership behaviors:

Studies from Ohio UniversityUSA :

1- Interest2- Structure

Studies from MichiganUniversity USA:

1- Task-oriented behavior

2- Relations-oriented behavior

3- Participative leadership



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Consultingdecision

Autocraticdecision

Groupdecision Authorizeddecision

Zero influence Affected by other people

FOUR DECISION PROCESSES



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3. Standard deciding model for leadership behaviors:

Model of Tannenbaum & Schmidt (1958)

Model ofMaier (1963)

Model ofVroom & Yetton (1973)

Model ofVroom & Jago (1988)



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1. Vroom and Yetton Decision model:

II. Vroom-Yetton Model decision-making

1.Quality Requirement(QR)

2.Commitment Requirement(CR)

3.Leader's Information(LI)

4.Problem Structure(ST)

5.Commitment Probability(CP)6. Goal Congruence(GC)

7.Follower conflict(CO)

8.Follower information(SI)

Vroom & Yetton, and laterVroom & Jago found thefollowing questions helpful inthe sequence below:


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Five process involving decisions of subordinates:

Decision Making Style Description

Autocratic I (AI)Leader solves the problem along using informationthat is readily available to him/her

Autocratic II (AII)Leader obtains additional information from groupmembers, then makes decision alone. Groupmembers may or may not be informed.

Consultative I (CI)

Leader shares problem with group membersindividually, and asks for information andevaluation. Group members do not meet

collectively, and leader makes decision alone.

Consultative II (CII)Leader shares problem with group memberscollectively, but makes decision alone .

Group II (GII)Leader meets with group to discuss situation.Leader focuses and directs discussion, but doesnot impose will. Group makes final decision.



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Cause and effect relationship in standard decision-making model:

Decicionmaking process Quality and possibleacceptance

Group/OrganizationEffectiveness

Situational Variables


Situational Variables :

1. Information leader or subordinate might have

2. Possibilty of subordinate acceptance to an autocratic decision

3. Possibility of subordinate involvement if allowed

4. Disagreement between subordinates on chosen solution

5. Difficulty level of decision which require creativeness in problem solving.


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The decision rules in the model vroom - Yetton:


Quyt nh chuyn quyn (AI, AII)

l khng ph hp

Quyt nh quan trngCp trn khng c thng tin lin quanCp di c thng tin lin quan

Quyt nh quan trngCp di s kh chp nhn

Quyt nh nhm (GII)

l khng ph hp

Quyt nh quan trng

Cp di khng c cng mc tiucng vic

Quyt nh chuyn quyn (AI, AII)v tham vn kin c nhn (CI)

l khng ph hp

Quyt nh quan trngCp di c th s bt ng v vicla chn gii php no l ti u


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Quyt nh NhmTham vn c nhn lin quan

(CII, GII)

Quyt nh nhm (GII)

Quyt nh quan trng, cha c nh hnhLnh o khng s hu thng tin v k nngcn thit

Quyt nh khng quan trngS chp nhn li quan trng

Quyt nh quan trngKhng xut pht t quyt nh chuyn quynCp di c chung mc tiu cng vic

The decision rules in the model vroom - Yetton:


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2. Good points

Weak points of Vroom

Yetton model:

Autocraticdecision

STYLEGOOD

POINTSWEAK

POINTS

Timing for deciding is short.Save costs, time

Dictator, no concern to othersthinking

Consultingdecision

Make advantage of knowledge andexperience of people. Effective if

solution is for a serious andstrategic problem.

Take times.Tend to give in, compromiseIndividual responsibility is not

clear/well described.

Group decisionGroup acceptance.

Suitable for unimportant or veryimportant decision

Take time. Likely to loose controlor chaotic situation. Individualresponsibility is not clear/well

described.



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Summary :

1. Vroom Yetton model crosses out some process but it does notsay which process is best for making-decision

2. Vroom-Yetton model use two criteria to evaluate result:acceptance to decision and technical quality of decision in alldecision-making rules

3. Vroom Yetton model does not mention situational differencethough process giving YES-NO to specific situation

2. Good points

Weak points of Vroom

Yetton model:



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1. Signals/matter that leader must take into accountsbecause they might lead to mistake/error :

III. Solution to develop effectiveness on decision-making

process for leaders

Being arrogant/ strongly believe in personal experience

Decision seems to be alike compromise and miss real core of action

Decision made on personal impression or emotion.

Being too demanding in deciding

Decision making when the information is incomplete


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2. The essential elements of leadership :

Emotional Quotient

Integrity

Determination (strong will)

Vision

Dedication

Confidence in any situation

Ability to make decisions

Set up a strong binding team


process for leaders


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3. Necessary skills:

Professional skills

Communicative skills

Mental Comprehensiveness


process for leaders


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Group 4 - GaMBA.C0111

Slide Leadership GROUP4

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