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Imagine you were a manager at Tom’s of Maine, Boeing Commercial Airplanes, a local movie theater, or the public library. How would you go about making important deci- sions that might shape the future of your department or company? So far, we have discussed a number of factors that affect how managers make decisions. For example, decisions may be programmed or nonprogrammed, situations are characterized by vari- ous levels of uncertainty, and managers may use the classical, administrative, or political models of decision making. In addition, the decision-making process follows six recog- nized steps. However, not all managers go about making decisions in the same way. In fact, signifi- cant differences distinguish the ways in which individual managers may approach problems and make decisions concerning them. These differences can be explained by the concept of personal decision styles. Exhibit 6.5 illustrates the role of personal style in the decision- making process. Personal decision style refers to distinctions among people with respect to how they perceive problems and make decisions. Research identified four major decision styles: directive, analytical, conceptual, and behavioral.49
Many managers have a dominant decision style. One example is Jeff Zucker at NBC Entertainment. Zucker uses a primarily conceptual style, which makes him well suited to the television industry. He consults with dozens of programmers about possible new shows and likes to consider many broad alternatives before making decisions.50 However, manag- ers frequently use several different styles or a combination of styles in making the varied decisions they confront daily. A manager might use a directive style for deciding on which printing company to use for new business cards, yet shift to a more conceptual style when handling an interdepartmental conflict. The most effective managers are able to shift among styles as needed to meet the situation. Being aware of one’s dominant decision style can help a manager avoid making critical mistakes when his or her usual style may be inap- propriate to the problem at hand. Source: Daft Richard L., Marcic Dorothy (2009), Understanding Management, South-Western College Pub; 8th edition. This preview shows page 16 - 24 out of 34 pages.
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