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VIETNAM NATIONAL UNIVERSITYHCMC
INTERNATIONAL UNIVERSITY
SCHOOL OF BUSINESS
DECISION MAKING STYLES OF BUSINESS
MANAGERS
IN HO CHI MINH CITY
In Partial Fulfillment of the Requirements of the Degree of BACHELOR
OF Business Administration
Advisor: PHAN TRIEU ANH, Ph.D.
Students name:DO TIEN THINH (BAIU08113)
Ho Chi Minh City, Vietnam, 2012
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DECISION MAKING STYLES OF BUSINESS MANAGERS
IN HO CHI MINH CITY
APPROVED BY: Advisor APPROVED BY:
Committee
Phan Trieu Anh, PhD., Chair
..
.
THESIS COMMITTEE
(whichever applies)
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ACKNOWLEDGMENTS
First and foremost, I wish to register my great thanks to (Almighty) Jehovah,
the true God who strengthen my soul and spirit, and save me from being lost.
I would like to show my sincere thanks to my supervisor, Dr. Phan Trieu Anh for his
brilliant support, and precise advices.
I would like to express my deepest gratitude to my family who has supported me a lot.
My sincere appreciation also goes to my professors and lecturers at School of
Business Administration, International University for teaching and training me during
these four years.
It would be a huge mistake if not mentioning my sincere appreciate to Miss Nu Hanh
and all my friends who support me a lot during the semester that I had been doing my
thesis.
Last but not least, I would like to give my thanks to members of CIU, a small group
bible study, who encourage me a lot.
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TABLE OF CONTENTS
ACKNOWLEDGEMENTS..........iii
LIST OF TABLE.vii
LIST of Figure...ix
ABSTRACT..x
i
CHAPTER 1: INTRODUCTION..1
1.1Background1
1.2Rationale for the study..2
1.3Research Purpose...2
1.4Research Methodology...3
1.4.1 Data Collection Methodology..3
1.5Research Scope and Limitation...3
1.6Significant....4
1.7Structure of Thesis...4
CHAPTER 2: LITERATURE REVIEW...6
2.1 Decision and Decision Making..62.1.1 Decision...6
2.1.2 Decision Making......7
2.1.3 Summary..7
2.2 Type of Decision.8
2.2.1 Theory of Gibson, Ivancevich and Donnelly .......8
2.2.2 Theory of Ken Shah & Prof. Param J.Shah...........................................8
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2.2.3 Theory of Rowe and Boulgarides .........................................................9
2.2.4 Summary....10
2.3 Process of Decision Making...................................................................................10
2.3.1 Theory of Bakeret Al (2011).................................................................10
2.3.2 The Model of Dearlove (1998)-The Synoptic Model...........................12
2.3.3 The Greenberg and Baron (1993)-The Traditional analytical model...13
2.3.4 Model of Rowe and Boulgarides (1992)...............................................13
2.3.5 Summary...............................................................................................14
2.4 Decision Maker-Rowe (1992)15
2.5 Decision Making Styles..........................................................................................15
2.5.1 Thoeries Decision Making Styles..........................................................15
2.5.1.1Myers-Briggs Type Indicator....................................................15
2.5.1.1.1 Summary................................................................................15
2.5.1.2 Rowe and Boulgarides Theory................................................16
2.6 Rowe and Masons Decision Making Style Inventory (DMSI).............................18
2.6.1 Decision Making Styles Model.............................................................18
2.6.2 Four Style of Decision Making.............................................................20
2.6.3 Decision Making Style Intensity...........................................................21
2.6.4 Decision Making Style Inventory Scoring............................................22
2.6.5 Decision Style Patterns23
2.6.7 Behavioral Reactions.............................................................................24
2.6.8 ManagerSubordinate styles................................................................25
2.7 Other Study Used Decision Making Styles Inventory...........................................23
2.7.1 Research of Zhou Bei.............................................................................23
2.7.2 Research of Abdulrahman AlQarni........................................................24
2.7.3 Research of Ismail Hussein Amzat.........................................................25
2.7.4 Research of Leele S.J, Gurnam K.S, Parmjit S.A...................................26
2.8 Summary................................................................................................................27
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CHAPTER III METHODOLOGY...........................................................................28
3.1 Type of The Research.............................................................................................28
3.2 Research Purpose...................................................................................................28
3.3 Research Design.....................................................................................................29
3.3.1 Research Method.....................................................................................29
3.3.2 Time Dimension......................................................................................29
3.3.3 Research Population................................................................................30
3.3.5 Data collection Instruments.....................................................................29
3.3.5.1 Advantages and Disadvantages of Survey Questionnaire........293.3.6 Structure of Questionnaire.......................................................................31
3.3.6.1 Content of Questionnaire...........................................................31
3.3.6.2 Questionnaire Translation.........................................................32
3.4 Data Collection Procedure......................................................................................32
3.4.1 Drop-off and Pick-up Method....................................................................33
3.4.2 Class surveyTaylor Design Method.......................................................33
3.5 Measurement Instrument........................................................................................33
3.6 Limitation...............................................................................................................34
CHAPTER IV ANALYSIS AND INTERPRETATION OF THE DATA..........35
4.1 Introduction............................................................................................................35
4.2 Descriptive Statistic of the Respondents................................................................35
4.2.1 Response Rate...........................................................................................35
4.2.2 Profile of Respondents..............................................................................36
4.2.2.1 Age............................................................................................36
4.2.2.2 Gender.......................................................................................37
4.2.2.3 Organization Industry................................................................37
4.2.2.4 Job Position................................................................................38
4.2.2.5 Number of Subordinates............................................................38
4.2.2.6 Education Level.........................................................................39
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4.2.2.7 Summary....................................................................................39
4.3 Descriptive Statistics of All Respondents Managerial
Decision Style and Decision Style Patterns ................40
4.3.1 Respondents Managerial Decision Style...............................................40
4.3.1.1 Analyzing the result................................................................41
4.3.1.2 Comparing decision style score of this research
to other researches...................43
4.3.2 The Managerial Decision Style Patternsfor All Participants........................................44
4.3.2.1 Brain Sidedness........................................................................44
4.3.2.2 Orientation................................................................................45
4.4 Further Analysis.........................................................................................46
4.4.1 Age..........................................................................................................46
4.4.2 Job Position.............................................................................................48
4.4.3 Gender.....................................................................................................49
4.4.4 Number of Subordinates..........................................................................50
4.4.5 Organization Industry..............................................................................51
4.4.6 Education Level.......................................................................................52
4.5 Decision Style Pattern, Decision Style
and the success of managers decision styles...............................52
4.5.1 Brain Sidedness.......................................................................................53
4.5.2 Orientation...............................................................................................55
4.5.3 Directive Decision Style..........................................................................56
4.5.4 Analytical Decision Styles......................................................................57
4.5.5 Conceptual Decision Styles.....................................................................59
4.5.6 Behavioral Decision Styles.....................................................................59
4.5.7 Summary.................................................................................................60
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CHAPTER V CONCLUSION, RECOMMENDATION........................................62
5.1 Conclusion..............................................................................................................62
5.2 Study Implication...................................................................................................63
5.3 Recommendation....................................................................................................64
5.4 Limitation and Recommendation for Further Research.........................................65
REFERENCES...........................................................................................................66
APPENDICES............................................................................................................69
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LIST OF TABLE
Table 2.1 Decision Making Style Intensity......22
Table 2.2 Basic Style Patterns..24
Table 2.3 Behavioral Reaction.................24
Table 2.4 Manager-Subordinate style conflicts .......25
Table 4.1 Response Rate..35
Table 4.2 Summary of Demographic Descriptive Statistic..39
Table 4.3 Managerial Decision Style...41
Table 4.4 Comparing Result.....44
Table 4.5 Different Among Age Groups in Decision Styles47
Table 4.6 Different Among Three Group of Job Position in Decision Styles..48
Table 4.7 Different Among Two Groups of Gender in Decision Style...49
Table 4.8 Different Between Three Group of Number
of Subordinates in Decision Styles...........................................50
Table 4.9 Different Between Three Group
of Organization Industry in Decision Styles....51
Table 4.10 The Different Between Two Group Of Education Level...52
Table 4.11 The Relationship Between Brain Sidedness
And The Success Of Managers Decision....54
Table 4.12 The Relationship Between
Orientation and the Successes of Managers Decision55
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Table 4.13 The Relationship between Achieved Score
in Directive Style and the Successes of Managers Decision..56
Table 4.14 The Relationship between Achieved Score
in Analytical Style and the Success of Managers Decision....58
Table 4.15 The Relationship between Achieved Score
in Behavioral Style and The Success of ManagersDecision.59
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LIST OF FIGURE
Figure 2.1 Decision Making Process14
Figure 2.2 Expanded Four-force Model of Decision-Makers..15
Figure 2.3 Decision Style Model..18
Figure 2.4 Complete Decision Style Model.19
Figure 2.5 Individual Scoring Matrix...23
Figure 4.1 Age..36
Figure 4.2 Gender.37
Figure 4.3 Organization Industry.37
Figure 4.4 Job Position.38
Figure 4.5 Number of Subordinate...38
Figure 4.6 Education Level..39
Figure 4.7 Brain Sidedness...45
Figure 4.8 Orientation..46
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ABSTRACT
Decision making is one of the most important managerial functions in the
administration of any organization. Managers of the organizations make decisions
with different kinds that will affect to these organizations. It is one of many factors
which play role in the successes of the organization as well as the successes of
decision makers. It is also not many researchers conducting study on business
managers in Ho Chi Minh City about this field.
The main purpose of this study is to explore the decision style of business manager in
Ho Chi Minh City. A second purpose is to clarify the different among categories of
demographic groups in decision making styles. This research also explores the
relationship between decision style of manager and the successes of their decision.
The result of this study supports for the understanding of leadership of business
managers in Ho Chi Minh City.
The research use Decision Style Model of Rowe and Mason (1987) as a based theory.
The survey method was conducted for this study. Questionnaires consist of two parts:
The first part is Decision Style Inventory which was developed by Rowe and Mason
(1987). This inventory was used to measure the decision styles of business managers
in Ho Chi Minh City. Furthermore, the second part included of nine questions. Six
questions are to receive profile data of respondents, while the three remaining
questions are to measure the successes of respondents decision in their viewpoint.
The finding shows that the dominant style of business managers in Ho Chi Minh City
are behavioral, followed by the directive style. The conceptual style was used leastoften. The result also found that there is a significant different among the groups of
age;job position; education level; and gender in decision styles of managers.
However, there is not any statistically significant different among the groups of
number of subordinate, and groups of organization activities. The finding also shows
there is the relationship between decision styles and the successes of managers
decision.
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CHAPTER I
INTRODUCTION
This chapter gives an introduction of the research and interprets the reason for
conducting the study, point out the problems and purpose. This chapter also
shows the limitation of the research and its significance.
1.1 Background
Each decision given in the past will decide what people will be in the future. People
have to release hundreds of decision a day. Some of them are important, others are not.
However in any organization, almost all decisions are important. Decision-making is
an essential part of management, and it effects the operations of any organization.
Furthermore, decision-making is the most important managerial function, and it is one
upon which the success or failure of any organization depends (Barnard, 1938; Yukl,
1994). Leonard, Scholl, and Kowalski (1999) argue that the decision-making is a
fundamental function in organizations and the quality of the decisions that managers
make influences their effectiveness as managers, and the effectiveness of management,
in turn, affects the success or failure of the organization. Organizations were operated
by people making decisions. Managers using executing decisions to plan, organize,
staff, lead, and control their team. The success of manager will be related to the
effectiveness and quality of those decisions. Furthermore, decision making is a
fundamental activity for managers. An author of management textbooks shows it to
be the essence of the managersjob (Robbins, 1994) and an essential element of
organizational life (Robbins, 1997).
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Therefore researcher conducted a research on studying the decision styles of business
manager and their effects. This research will help business organizations in evaluating
and improving the effecting of decision style of their management staffs. The result
also enables organization to predict the future decision of their management staffs. In
addition this research also creates a baseline for other researcher conducting study on
leadership and managerial style of managers in Ho Chi Minh City.
1.2 Rationale for the study
The ideal for doing this thesis begin from the time that I did internship in sale
department of a small company. The problem is management style of the director, he
had less definitive decisions. Although the staffs had a sense of team work to solve
the problem, the director regularly gave decision to the department by himself. When
his decision was complained because of its impracticability, he would modify it.
Therefore, his decisions then were modified many times. Consequently, it leads to the
changing of aims of some specific jobs in the department. It often creates a distraction,
and the effectiveness of job could be reduced. The displeasure among staffs in the
department also increased. The department had to solve this problem seriously to
consolidate the internal of the department and to have clear vision.
This situation has inspirited me to study this topic. I want to know what the decision
styles of Vietnamese managers are and how they affect to the result of business
organization. This is an essential research which is necessary and essential for the
evaluation and improvement of management style of manager of the organization.
1.3 Research purpose:
There were three purposes for this study.
1. Explore the business managersmanagerial decision styles in Ho Chi Minh
City.
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2. Explore the differences among categories of gender groups, age groups,
number of subordinates groups, educational level groups, organization
industry groups; and job position groups in managerial decision styles.
3. Explore the relationship between the managerial decision styles of managers
and the success of their decision?
To clarify these purposes the following questions were posed:
What are the managerial decision styles of business managers in Ho Chi Minh
City? Are there differences among categories of gender groups, age groups, number
of subordinates groups, level of education groups, job positions groups,
organization industry group in decision styles?
Are there relationships between the managerial decision styles of managers
and the success of their decision?
1.5 Research Scope and Limitation
Since the limited ability and time, the researcher just conducted the study on the
success of the business managers in point of view of them. It was not an objective
method.
1.6 Significance
To date there has been not much research conducted on exploring the decision styles
of business manager in HCMC and the process of how they think in order to give
decision.
This study provides baseline information to improve our understanding of
organization managers and management. The understanding of directors decision
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styles and the influence of cognitive preferences on decisions may improve our
understanding of organization managers and management.
The research will address the difference among categories of groups with different
demographic in decision-making styles; the results can be used management strategies
from which managerial development as well as the development of training programs
is structured, down to the lower organizational level for implementation.
1.7 Structure of Thesis
The study includes five main parts placed in five chapters.
Chapter 1: Introduction
This chapter gives a brief introduction of the research and interprets the reason for
conducting the study, point out the problems and purposes. This chapter also
shows the limitation of the research and its significance.
Chapter 2: Literature Review
This chapter reviews some critical points of the current knowledge and findings
from many previous studies and researches to provide some theoretical
backgrounds for decision making styles theory
Chapter 3: Methodology
This chapter explains the purpose of the research and the research strategy, as well
as the methodology that was used to conduct the research. It also outlines the
investigation and population used in the sampling process.
Chapter 4: Data Analysis
This chapter shows the findings of the study, and analyzes them to identify and
explore the different and the relationship among groups of variable.
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Chapter 5: Conclusion and Recommendation
This chapter presents the result of the study, discuss the recommendations,
limitations. It also provides recommendations for further research.
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CHAPTER II
LITERATURE REVIEW
This chapter will review some critical points of the current knowledge and findings
from many previous studies and researches to provide some theoretical backgrounds
for decision making styles theory
2.1 Decision and Decision Making
2.1.1Decision
Decision-making is an important function of modern management. Management staffs
take consciously and subconsciously hundreds of decision a day which is the key
elements of success of organizations. According to Robbin (1998) decision is defined
as choices made from two or more alternatives. People make decision to response to
the problem. The current state of affairs have large different with some desired state
requiring consideration of alternative courses of action. Besides, a decision is defined
by Gore, Murry and Richard (1992)as the moment of choice and some decisions may
vary, depending on their level in view of the fact that decision that are made at the
lower level differ from those that are made at the top management level
Another definition, Gore (1964) stated that The term decision may refer to the
choice of picking up the telephone; it may just as well refer to a momentous and
unprecedented international act. The gulf between these terminals of the continuum of
decision is too large to traverse with the use of only a single term. Generally, a
decision refers to the consideration of the consequences of some act before
undertaking it. Purposive behavior, behavior organized by means of goals project by
individuals, as a means of catching their needs, tends to extend beyond the resources
of a behavioral system. In this situation the decision becomes a mechanism for
selecting both goals to be undertaken first and those that must wait. One of the
meanings that decision has come to have, is a choosing, not between alternative
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courses of action, but between alternative goals, each offering benefits prized by
someone.
2.1.2 Decision Making
According to James Stoner decision making is the process that identifies and selects a
course of action to solve a specific problem. Another definition of Trewartha and
Newport that decision making involves the choice of a course of action from among
two or more possible alternatives to come to a solution for a problem. Moreover,
decision-making is the process which problems was identified and resolved and
capitalizes on opportunities by leaders and managers. However, all levels in the
organization need essentially good decision making. (Aiken, Clarke, Solane and
Silber, 2002). Furthermore, making a decision connotes that there are optional
choices to be considered, and in some cases people want not only clarify as many of
these alternatives as possible but to choose the one that fits completely with their
goals, desires, objectives, values, and so forth. (Harris, 1980)
Lastly, decision making is the methods and way of get conclusion or agreement.
People have to understand expertly their organizational process and its structure
before making a decision. It also require the role attributed to participants related in
the decision making process, which is connected process intimately (Marshall and
Iftekhar, 2008)
2.1.3 Summary
Although there are many definitions of decision and decision making that have been
introducing over the 70 years, generally, the decision is a moment of choice between
many alternative courses of action and a way to response to problems. Decision
making is the method and the way of get conclusion or agreement for a problem.
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2.2 Type of Decision
2.2.1 Theory of Gibson, I vancevich and Donnel ly (1994)
According to Gibson, Ivancevich and Donnelly (1994), there are two main types of
decisions; they are programmed and non- programmed decisions.
Programmed decisions: A routine procedure was run to solve a particular situation
occasionally, when it occurs. Therefore, decision are programmed to the scale that the
problem repeat. It is a definite procedure which has been developed to handle them.
Non-programmed decisions: Decisions which are novel and unstructured are non-
programmed. It cannot handle the problem by using any existence procedures. Since it
has not arisen in exactly the same manner before or since it is heterogeneous or very
important. These problem need to be treated in special way.
2.2.2 Theory of Ken Shah and Param J. Shah (2009)
According to Ken Shah and Param J. Shah, there are 9 types of decisions; they are
irreversible, reversible, experimental, trial and error, made in stages, cautious,
conditional, and delayed.
Irreversible: This type of decisions is the ones which were made then cannot be
unmade. It takes a long time to receive the repercussion. It is unchangeable when
there is not any satisfactory option the course. Managers should never use it to escape
from general indecision.
Reversible: Reversible decision is the decision that totally can be change, although
during or after the agreed action begins. People are allowed to acknowledge a false
early in the process rather than eternize it. Changing circumstances can be used
effectively where change is necessary.
Experimental: This type of decision is not completed when the first result appear
show them to be satisfactory. It needs positive feedback before ones decide on the
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string of action. It is effective and useful when correct move is unclear; however it is
clearly according to general direction of action
Trial and Error: In this type, knowledge is taken out of previous mistakes. A specific
string of actions is chosen and tried out. When the results are positive, the action will
be carried further. Nevertheless, when the results are negative, then the another course
is adopted and many trials are made and errors are occurred. It allows the superiors to
adopt and adjust plans continuously before it has full and final commitment. The
positive and negative feedback can be used before it selects a particular course of
action.
Made in Stages: In this type of decision, decisions were made in steps when the whole
action completed. The close monitoring of risk was allowed as one accumulates the
evidence of result and constraint at every stage. It allows feedback and discussion
before the next stage of decision is made.
Cautious:Time for contingencies and problem are allowed that may crop up later at
the time of implementing. The people who make decision may hedge their best of
effort to accept the night course. It enables to limit the risk that is inherent to make a
decision. It permits one to scale down projects that are risky in the first instance.
Conditional:In this type of decision, decision can be altered if specific predictable
circumstances arise. If the competition makes a new move or the plan of the game
change completely, it will prepare one to react. It helps one to react quickly to change
to the circumstances
2.2.3 Theory of Rowe and Boulgari des (1992)
According to Rowe and Boulgarides (1992: 16) decisions can be one of the following
types:
Routine decisions:So as to take an organizations goal, prescribed rules are followed.
They are considered as programmed decisions.
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Creative decisions:It is needed to handle more complex problems by new or novel
approaches. These and the following negotiated decisions are considered non-
programmed.
Negotiated decisions:They are situations conflicted in goals or approached to
problem solving need to be resolved by participants who are involving.
2.2.4 Summary
There are many theories that have been debating on the type of decision. But this
research chose theory of Rowe and Boulgarides (1992) as a main theory because otherresearches are quite complicated and not practical. Beside there is not any instrument
to measure the type of decision of these theory, while the theory of Rowe and
Boulgarides is clear, practical, and it is more suitable with other following chosen
theories.
2.3 Process of Decision Making
2.3.1 Theory of Baker et al (2001)
According to Baker et al (2001), before making a decision, it should be identified the
decision makers and stakeholders in decision. Simultaneously, it also should be
reduced the possible disagreement about problem definition, requirements, goals and
criteria. The decision making process can be divided into the following steps
Step1: Define the problem: The most essential thing before making a decision,
decision making must start with the identify root source of causes, limiting
assumption, system and organizational boundaries and interfaces, and any stakeholder
issues. The aim of this step is to express clearly the issue. The problem statement
must be concise and unambiguous written material agreed. It is important before
going to the next step.
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Step 2: Determine requirements: Requirements are conditions that all problems to
suitable solutions must meet. Requirements show what the solution to the problem
must do
Step 3: Establish goals: Goals are broad statements of target and desired
programmatic values. Goals go over the minimum essential must have requirements
to wants and desires.
Step 4: Identify alternatives: The alternatives offer many different approaches to
change the initial condition into the desired condition.
Step 5: Define criteria: Decision criteria, which will differentiate among alternatives,
hence it must be based on the goals. It is necessary to define distinguishing criteria as
objective measures of the goals to check how well each alternative got the goals. The
goals will be stand for the form of criteria, so goals must yield at least one criterion
but complex goals may be represented only by some criteria.
According to Baker et al. (2001), criteria would be able to discriminate among the
alternatives and to support the comparison of the performance of the alternatives. It is
also completed to all goals, few in number, non-redundant, operational and
meaningful.
In some methods, Keeney and Raiffa (1976) show that non-redundancy is required in
the form of independency.
Step 6: Select a decision making tool
There are many implements for solving a decision problem. The choice of suitable
tools is not easy; it also depends on the concrete decision problem and on the
objectives of the decision makers as well.
Step 7. Evaluate alternatives against criteria: The assessment can be objective or
subjective; it depends on the criteria. The objective (factual) go with the respect to
some normally shared and understood scale of measurement and the subjective show
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the subjective judgment of the evaluator. The implement can be applied to select the
alternative to choose a small group of the most promising alternatives.
Step 8. Validate solutions against problem statement: When the applied decision
making tools select the alternatives, it have always to be validated against the
requirements and aims of the decision problem. The decision makers and stakeholders
the attention can be called in complicated problem. In addition, its further goals or
requirements also should be added to the model.
2.3.2 The Model of Dearlove (1998) - Synoptic Model
According to Dearlove (1998: 18) much of the study of understanding management
decision-making is based on the foundations set down by economists in the early
industrial period, who believed that under a given set of circumstances human
behavior was logical and therefore predictable. Using this premise they used models
to explain the workings of commerce, which they believed could be extended to the
way in which decisions were made.
The synoptic model for decision-making is similar to the rational model and described
by Dearlove (1998: 19) as follows:
(1) Identification of the problem.
(2) Clarification of the problem and prioritization of goals.
(3) The generation of options.
(4) Evaluation of options (by using the appropriate analysis).
(5) Comparison of the predicted outcomes of each option with goals.
(6) Choosing the option which best matches the goals.
Dearlove (1998: 19) points out the following concerning the synoptic model: The
problem with the synoptic model is that, although it provides a logical explanation of
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how decisions might be made, our own experience tells us that this is not actually
what happens (Nor, some would argue, is it even desirable).
2.3.3 The Greenberg and Baron (1993)- Traditional Analytical Model.
In comparison to the six step rational model, the traditional analytical model is
described by Greenberg and Baron (1993: 536) as follows, it have been found useful
to conceptualize the process of decision-making as a series of steps that groups or
individuals take to solve problems. This conceptualization is described in eight stepsas follows:
(1) Identify the problem.
(2) Define objectives.
(3) Make a pre-decision.
(4) Generate alternatives.
(5) Evaluate alternatives.
(6) Make a choice.
(7) Implement the choice.
(8) Follow up.
It must be noted that not all decisions conform to the eight step pattern describedsome steps may be skipped or left out. The model is also conceptualized in a circular
manner meaning that if the problem is not deciphered the process return to the first
step of the model (Greenberg and Baron 1993: 536).
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Stimulus Decision
Maker
Problem
Definition
Choosing
Alternatives
Implementation
2.3.4 Model of Rowe and Boulgari des (1992)
In 1992, Rowe and Boulgarides gave a theory that emphasizes the decision-maker
who is strongly involved in all stage of decision-making process. In Figure 2, it shows
the decision process which Rowe and Boulgarides mentioned
(1)Stimulus
(2)Decision maker
(3)Problem definition
(4)Choosing Alternatives
(5)Implementation
Figure 2.1 Decision-Making Processes (Source: Rowe and Boulgarides,1992)
2.3.5 Summary
There are many theories that have been debating on the process of decision making.
But the researcher chose theory of Rowe and Boulgarides (1992) as a main theory
because other research is quite complicated and not practical, while theory of Rowe
and Boulgarides (1992) is simple, clear, practical and it is more suitable with other
following chosen theories.
Organizational and
personal pressures
Frame of
reference
Change the
problem or
approach
Gaining acceptance
of the decision
Opportunities
feedback thre
Value Analysis of motivational
biases, risk, cost,
assuption
Apply creative
problem solving
Evaluation and control of
performance
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2.4 Decision MakerRowe (1992)
Rowe (1990) argued that all individual work in an organizational environment will
reflect the demands of that organization from external sources. In addition, interaction
of human being with other people of the organization such as their peers, superiors
and subordinates will influence their behavior. Individuals will perform their task by
utilizing their skills and their job position. The characteristic of human being such as
values, beliefs, needs, and expertise) also influence the reaction of them to demands
of organization, task, and environment.
In 1992, Rowe and Boulgarides show an expanded four-force model to describe the
response of a manager in organization context. The four-force have named that
environment forces, organization forces, task demands and personal needs. The four-
force model is described in detail in Figure 2.2
Figure 2.2 Expanded Four-force Model of Decision-Makers (Source Rowe and
Boulgarides, l992)
2.5 Decision Making Styles
This part will mention to other researches that release a different definition of
decision styles. The decision style model proposed by Rowe and Boulgarides (1992)
is explained in the context of the rational decision-making model.
Environmental forces: Government,
Society, Competition, Resources,
Technology, Customers
Prepotent needs:
Frustration, Anxiety,
Achievement, and
Control
Personal needs: Security,
Structure, Support, Recognition,
Opportunity, Reward
Organizational
forces:Policies,
Staffing, Culture,
Productivity,
Conformity
Task demand:Skill,
Knowledge, Energy, Ability,
Willingness, Performance
Decision
Maker
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2.5.1 Theori es of Decision M aking Styles.
Doktor and Hamilton (1973) gave a theory that decision-making style is considered as
a cognitive style. They said, it is a part of the persons cognitive style, which is the
characteristic, self-consistent way of functioning that an individual exhibits across
perceptual and intellectual activities.
Henderson and Nutt (1980) said that it is an personal cognitive that we call decision
style, and it seem to influence the option among alternative a mode of action (Mason
& Mitroff, 1973). Coscarelli, Burk and Cotter (1995) proposed a definition that,
decision-making is a characteristic, self-consistent way of functioning that an
individual exhibits across perceptual and intellectual activities when making a choice.
2.5.1.1 Myers-Br iggs Type I ndicator
Myer and Briggs (1985) proposed an instrument named Myers-Briggs Type Indicator
which is an extremely popular personality inventory. This instrument has received
widespread use over last 30 years. It was used to measure psychological preferences,
and describe the way people perceive the world and make decisions by questionnaire.
Myer and Briggs describe personality of each individual in term of a four-letter code.
Using of the MBTI would seem an appropriate choice to describe ones personality
make-up. Myer also indicated that Four dichotomous dimensions classify individuals
either as extraverted (E) or introverted (I), sensing (S) or intuitive (N), thinking (T) or
feeling (F), and judging (J) or perceiving (P). Combination the four preferences will
decide the type of personality. There are 16 possible four letter codes (such as ESTJ,
ESFP, ISTJ, INTJ). Each type can help to clarify e set of behavioral tendencies,orientation, reflecting differences in attitudes, and decision-making styles.
The MBTI is one of the most popular instruments, which is used for personality
assessment. However, as Bjork and Druckman (1991) pointed out, the instrument's
popularity is not consistent with research evidence. Furthermore, the MBTI manual
does not give norms based on continuous scores. Much of the supporting evidence
provided in the manual is of questionable validity (Coan, 1978). Consequently, these
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reason is why the researcher did not choose this theory, as a based theory, to conduct
a research.
2.5.1.2Rowe and Boulgarides Theory
Rowe and Boulgarides (1992) suggest two dimensions to sort four types of decision
styles describing the managers decisions making ways. In addition, there are many
factors affecting on these styles. Firstly, that is the person's cognitive complexity, or
tolerance for ambiguity which versus preference for structure. Secondly, that is the
person's values orientation or orientation to task which versus orientation to people.
In addition, Rowe and Boulgarides (1992) asserted that individual decision making
styles form the backbone of effective decision making (p.22). However, due to the
complexity of individuals, one may not expect organizational leaders to neatly fit
into only one category of decision making style (p.31).
Each framework has common, as well as special interpretations. The decision style
inventory (DSI) developed by Rowe and Boulgarides (1992) has been adopted for this
study and was explicated in the following passages because of its rational reliability
(Oavid, Leyland and Amy: 1994 and seeker: 2003)
Furthermore, according to Rowe and Mason (1987), the researchers conducted a
research study on 10,000 individuals in different jobs such as directors, managers,
teacher dean, chiefs of police, army generals. The inventory was determined to have
over a 90% face validity and 70% test- retest reliability (Rowe & Mason, 1987). In
addition, ninety percent of participants agreed with the findings. It shows that DMS is
a valid test instrument. Thus, that is reason why researcher chooses theory of Roweand Mason as a based theory of the study.
2.6Rowe and Masons Decision Making Style Inventory (DMSI)
Decision making style Inventory (DMSI) was developed in 1987 by Alan Rowe and
Richard O.Mason. According to DMSI model, there are four decision styles. They are
directive, analytical, conceptual and behavioral. Rowe and Boulgarides (1992)
clarified that decision making styles were built on two key elements, value and
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perception. The way that manager makes decision was described in DMS. It relate to
many factors like the context in which a decision is made, the way managers perceive
and understand cues and what managers value and judge as essential. Alan Rowe and
Boulgarides said that the instrument, decision making style inventory (DMSI), can be
used to probe the structure of the mind.
2.6.1 Decision Making Styles Model
Rowe and Masons DMSI reflects a persons cognitive complexity and values. Figure
2.3 below indicates the model which has two factors, cognitive complexity and values
orientation. The lower half of Figure 2.3 show the directive and behavioral stylespreferred structure and the upper half indicates preferred complexity. The cognitive
complexity dimension separates the upper and the lower half as well as distinguishes
managers from leaders (Zaleznick, 1970 cited in Rowe and Boulgarides, 1992). The
values dimension divides the left and right halves and covers task and people
dimensions. The left half of the figure show that people have analytic and directive
styles and they are task oriented. The right half show that people have conceptual and
behavioral styles and they are people oriented.
AnalyticConceptual
Directive Behavioral
Figure 2.3 Decision Style Model (Source Rowe and Boulgarides, 1992)
Left hemisphere Right hemisphere
Leader
Manager
Peo leTask Values
Complexity
Structure
Cognitive Complexity
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A complete decision-style model by Rowe and Mason (1987) is shown in Figure 2.4
below.
N-ACH: need for achievement
N-POW: need for powerN-AFF: need for affiliation
Figure 2.4 Complete Decision Style Model by Rowe and Mason
(1987, as cited in Rowe and Boulgarides, 1992)
Left hemisphere(logical)
Right hemisphere(Relation)
Tolerancefor
ambiguity
Analytical
Enjoys problem solvingWants best answersWants best control
Uses considerable dataEnjoys varietyIs innovative
Uses careful analysis
N-ACH, need challenges
Conceptual
Is achievement-orientedHas a broad outlook
Is creativeIs humanistic/artistic
Initiates new ideasIs future-oriented
N-ACH, is independent andwants recognition
Directive
Expects results
Is aggressiveActs rapidlyUses rules
Uses intuitionIs verbal
N-POW, needs power
Behavioral
Is supportiveUses persuasion
Is empatheticCommunicates easily
Prefers meetingsUses meetings
Uses limited data
N-AFF, needs affiliation
CognitiveComplexity
Thinking
(Ideas)
Need forStructure
Doing(Action)
Task/Technical People/Social
Value Orientation
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2.6.2 Four Style of Decision M aking
1. Directive Style -Main characteristic of directivedecision style is autocratic and
internal orientation. People who have directive style as dominant style have low
tolerance for ambiguity and low cognitive complexity. They focus much on technical
decision which need for efficiency, limited alternatives and speed, while they want to
dominate others and use specific information to be given verbally. Furthermore, they
are also ones who are focused, structured, aggressive and rigid but concomitantly,
they have the energy to achieve result. In addition, they need status and security.
2. Analytical Style Main characteristic of analyticaldecision style is autocratic bent.
People who have analytical style as dominant style have a high tolerance for
ambiguity and high cognitive complexity. Since they focus much on technical
decision, therefore they need a lot of information and consideration. They enjoy
problem solving and coping with new situations. They always exert to achieve the
maximum. They often operate their own company because they want have more
control. They communicate better through writing. They prefer the challenges and
examining the detail.
3. Conceptual StyleThe main characteristic this style is high cognitive complexity
and people orientation. The people with conceptual style often think more than do.
Therefore, they are trusted, and have opened relationships. They share the goals with
their staffs. They often emphasize the idea, ethics and value in their decision.
Creativity is one of the most highlight characteristic of this style. In addition, theyfocus much on long range in high organizational commitment, while they are also
achievement-oriented, recognition, independence and value praise. They are like to
lose control to power and exhibit participation.
4. Behavioral Style The main characteristic this style is supportive and friendly
orientation. They have low cognitive complexity; however they have deep social
concern and development of people. They often provide an advice and receptive
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suggestions. They also have good communicate ability. In addition, they are
empathetic, persuasive, compromising. They focus much on short term range and
prefer using meeting for communicate. They seem to avoid the conflict, seek
acceptance but sometimes are insecure
2.6.3 Decision Making Style In tensity
The amount that each of the decision making style intensity is used can be determined
from the score specified on the decision making style inventory (DMSI). There are
four levels of intensity. They are:
1. Least preferred:This level of intensity shows that the individual scarcely uses the
style but when required could do so
2. Back-up:This level of intensity evince that this style are occasionally used the
style by individual, and it reflects the typical score on the decision style inventory.
3. Dominant: This level of intensity indicates that the individual will almost use this
style in preference to other styles. Nevertheless, in general, individuals can have more
than one dominant style; hence they can switch from one to another.
4. Very dominant:This level of intensity show that the highest level that represents
theobligatory use of the style preferred by individuals. This level becomes the focus
of individuals. In addition, it will override other styles which have a lower intensity
level. Nevertheless, there are some individuals having more than one very dominant
style.
This table 2.1 is used to determine the level of intensity for style of each individual
based on the scores obtained on the DMSI instrument. The level of intensity is useful
for clarifying the scores on the decision style inventory.
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Table 2.1 Decision Making Style Intensity (DMSI) Levels (Rowe and
Boulgarides, 1992)
Intensity
Style Least preferred Back-up Dominant Very Dominnant
Directive Below 68 68 to 82 83 to 90 Over 90
Analytic Below 83 83 to 97 98 to 104 Over 104Conceptual Below 73 73 to 87 88 to 94 Over 94
Behavioral Below 48 48 to 62 63 to 70 Over 70
DMSI instrument consists of 20 questions, which consist of 4 responses that concern
typical situations facing managers. Participants use the scale of 8, 4, 2, and 1 to show
their preference. A ranking of 8 indicates the response is most like you, 4 indicates
moderately like you, 2 indicates slightly like you and 1 indicates least like you.
Nevertheless, for the purpose of this research, those rankings of 8, 4, 2 and 1 were
changed to 1, 2, 3 and 4 so as to evade confusion among the participation. Upon
analyzing the data, these values were then recoded to the original values.
2.6.4 Decision Making Style I nventory Scoring
According Rowe and Mason (1987), below are the steps to measure the score of
Decision Making Style Inventory (DMSI):
a. Total scores in each of the four columnsI, II, III, and IV.
b. Total score in the four columnI, II, III, IV. The sum of them is 300. If the total
score is less or more than 300, check the scores so that respondents do not repeat
number for any question.
c. The sum of score for each of the four columns is related to the four decision-
making styles as follows:
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1) DirectiveI
(2) AnalyticII
(3) ConceptualIII
(4) BehavioralIV
Figure 2.5: Individual Scoring Matrix (Rowe and Boulgarides, 1992)
2.6.5 Decision Style Patterns
According to Rowe and Boulgraride (1987), the left half and the right half of the
decision style model is related to the difference in left and right hemisphere of brain
of respondents. The people who achieve 165 or higher score in directive and
analytical decision style have left-braindominance, while the people have combined
score between conceptual and behavioral style equal 135 or higher will have right-
braindominance.
The people who own right-braindominance is more creative and perceives thing as a
whole. They are also more fantasy, artistic, imagery, appreciate space, and music
since they can use right-brainto have comprehensive sense of timing. In addition
right- braindominance people can encompass thoughts at the same time which useparallel processing of information.
The left-hemispherecontrols logic, analytic thought, as well as processes information
in a consecutive manner. Left-brainalso controls speech, abstract logic needed for
calculation, verbal thinking, and pointing, smile as well. (Rowe and Mason, 1992)
Analytic
II
Conceptual
III
Directive
I
Behavioral
IV
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Decision Style Inventory also measure orientation of people. People have idea-
orientationare more concerned with thinking, judgment, creative, art, writing,
innovation, analysis. Besides, people have action-orientationare related with
achieving results. They collaborate well with their peers, and look for jobs that require
direct involvement, interacting with the public and achieving result as well. The table
2.2 shows the style pattern in detail
Table 2.2 Basic Style Patterns (Source Rowe and Mason, 1987)
Patterns Styles Score
Left Brain Directive and Analytical 165 or higher
Right Brain Conceptual and Behavioral 135 or higher
Idea orientation Analytical and Conceptual 170 or higher
Action orientation Directive an Behavioral 130 or higher
2.6.6 Behavioral Reactions
Alan Rowe and Boulgaries (1992) indicate that decision styles may be able to help to
predict the decision outcome. The researcher shows the reaction of each style when it
has stress, motivation, problem solving, and thinking. Table 2.2 show them in detail
Table 2.3 Behavioral Reaction to Rowe and Masons Decision Styles(Rowe and
Boulgarides, 1992)
Decision Style Reaction to Stress Motivated by Solves Problem by Thinking mode
Analytical Follow Rule Challenge Analysis and Insight Logical
Behavioral Evading Acceptance Feeling and Instinct Emotional
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Conceptual Erratic Recognition Intuition an Judgment Creative
Directive Explodes Power and status Rule and Policies Focused
2.6.7 ManagerSubordinate styles
According to Rowe and Boulgarides (1992), they cited that the relation between
managers and their subordinates can rise the conflict when the expectation of them are
significant different. Futhermore, Rowe also said that directive and behavioral style is
the most likey to encounter conflict. Table 1.3 shows the potential conflict areas in the
managerial levels.
Table 2.4 Manager-Subordinate style conflicts (Adapted from Rowe and
Boulgaride 1992:33)
Subordinate StyleDirective
Back-up Junior Middle Senior
AnalyticBack-up: Middle Senior
ConceptualBack-up
Junior Middle Senior
BehavioralDominant
all level
ManagerStyle
DirectiveBack-up.Junior.Middle.Senior
No Conflict Minimal conflict Potential Conflict Potential Conflict
AnalyticBack-up:
.Middle
.Senior
Minimal Conflict No Conflict Minimal Conflict Potential Conflict
ConceptualBack-up
.Junior.Middle
.SeniorPotential Conflict Minimal Conflict Minimal Conflict No Conflict
Behavioral.Dominant
all levelPotential Conflict Potential Conflict No Conflict Minimal Conflict
2.7 Other Study Used Decision Making Styles Inventory
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2.7.1 Research of Zhou Bei (2006)
Research ofZhou Bei (2006) was conducted in two companies, namely South African
Breweries Limited and Tsingtao Co., Ltd who conduct business in South Africa and
China, respectively. The research population consisted of 180 business managers in
both companies. The result of this research explored that the dominant style of the
operations managers in both companies was behavioral, which difference from the
human resource and finance managers who were back-up intensity in all four decision
styles. The mean scores of both companies is, Directive: 73.54, Analytical: 88,
Conceptual: 76.93, Behavioral: 61.5
2.7.2 Research of Abdulrahman AlQarni (2003)
The research of AlQarni (2003) explored managerial decision styles of the managers
of Floridas state university libraries, and the relation between the variety of managers
decision styles and the following seven variables: gender, age, ethnicity, educational
level, educational major, administrative experience, and current position. This study
of Abdulrahman AlQarni (2003) indicated that the majority of Florida university
library managers (n=40 or 47% out of 85 respondents) scored within the very
dominant and dominant behavioral DMSI levels and this was followed by the
conceptual decision style (n=28 or 32.9% out of 85 respondents)
2.7.3 Research ofI smail Hussein AmzatThis study was conducted to investigate on 1,117 university teaching staffs on
decision making styles and their relationship with job satisfaction in five
Malaysian public universities. The studies indicated that three out of the five
public universities in Malaysia had adopted the behavioral decision style, two other
universities had adopted the analytical and conceptual decision styles.
2.7.4 Research of Jamian, Sidhu, and Aperapar (2008)
The research of Jamian, Sidhu and Aperapar (2008) explored the decision making
styles of deans in Malaysian Public University. The findings indicated that a
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generality of the deans adopted at least one very dominant or dominant DMS,
chiefly behavioral DMS, followed with one or two back-up decision styles.
3.8 Summary
The purpose of this chapter was to provide the finding and knowledge on the subject
of decision-making, type of decision, decision making process, specific decision-
making styles in order to understand the rationale for certain approaches or styles to
decision-making.
In this study, the researcher chooses the theory and instrument of Professor Alan
J.Rowe, Mason, and Boulgarides as a based theory and instrument for this research
because of its rational reliability and valid instrument.
Chapter 3 will address the research strategy in more detail. This will comprise, the
type of research, the design, all the aspects regarding the research population and
sampling and as well as the instrument used to collect data.
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CHAPTER III
METHODOLOGY
This chapter explains the purpose of the research and the research strategy, as well
as the methodology that was used to conduct the research. It also outlines the
investigation and population used in the sampling process.
3.1 Type of the research:
The type of this study is descriptive and exploratory research. In this study, researcher
wants to describe the decision styles of mangers in HCMC, and explore the difference
among categories of demographic groups. Researcher also wants to explore the
relation between the managerial decision styles of managers in HCMC and the
success of their decision. Therefore, researcher chose to use descriptive and
exploratory research.
3.2 Research purpose:
The purpose of this research is to study the managerial decision styles of the managers
in Ho Chi Minh City and explore the difference among the categories of demographic
variables groups in decision style of managers. It was designed to:
1. Explore the managers managerial styles in Ho Chi Minh City
2. Explore the difference among categories of gender groups; age groups; number of
subordinates groups; educational level groups; organization industry groups; job
position groups in managerial decision styles.
3. Explore the success of each decision styles on the result of their decision and the
obedience of staffs
To clarify these purposes the following questions were posed:
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What are the managerial decision styles of the managers (directors, associate
directors, assistant directors, vice director, the heads of departments and
supervisory management) in Ho Chi Minh City
Are there anydifference among gender groups; age groups; level of education
groups; job position groups; number of subordinates; organization industry in
the managerial decision styles?
Is there a relationship between the managerial decision styles of managers and
the success of their decision
3.3 Research Design:
3.3.1 Research Method
The design for the study method is the survey research method. Survey is considered
as one of the most common type of quantitative, social research. In survey research,
the researcher selects a sample of respondent s from a population and administers a
standardized questionnaire to them. Survey research has considerable believability. It
was accepted and used in academic institution. The main purpose of survey research
is to enable researcher to generalize about a large population by surveying a small
portion of the population (The Health Communication Unit, at the Centre for Health
Promotion, University of Toronto, 1999)
3.3.2 Time dimension
The time dimension of the research is cross-sectional. According to Cooper and
Schindler (2001: 136) Cross-sectional studies are carried out once and represent a
snapshot of one point in time. After collecting all data, the processing will be carried
out.
3.3.3 Research Population
According to Department of Planning and Investment of Ho Chi Minh City, there are
about 184,000 companies were established in 2012 in Ho Chi Minh City. Out of
184,000 companies, 96 %( 176,000) of them were small and normal sized companies.
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Researcher estimates that there are 90% of total 176,000 companies were small size
companies. It is about 158,400 small-sized companies. Each small company has
about 1 to 2 managers have right to make decision. Researcher chooses the mean is
1.3. Each normal-sized company has about 5 to 10 managers have right to make
decision. Researcher chooses mean is 7.3. Furthermore, each large-sized company has
50 to 200 managers have rights to make decision. The researcher chooses the mean is
110. So researcher estimates that there are about 342,000 managers in Ho Chi Minh
City. Therefore, the total population of this research is estimated about 342,000
business manager in Ho Chi Minh City.
3.3.4 Data Coll ection I nstruments
3.3.4.1 Advantages and Disadvantages of Sur vey Questionnaire
This study conducts a survey questionnaire. There are many advantages of survey
research. According to the Health Communication Unit, at the Centre for Health
Promotion, University of Toronto (1999), firstly, using survey can help to complete
structured questions with many stakeholders within a relatively short time frame. It
also can be completed by telephone, mail, fax, or in-person. It is also quantifiable and
generalizable to an entire population if the population is sampled appropriately.
Furthermore, standardized and structured questionnaire minimizes interviewer bias.
The questionnaire can enable the researcher get a tremendous volume of information
in short period of time. Lastly, research can take less time to analyze than qualitative
data.
These advantages can help this study in some following reasons. Firstly, since thepurpose of this study is to explore and generalize the entire population of manager in
Ho Chi Minh City, quantitative research method must be conducted, hence the survey
research can solve this problem. Furthermore, the participants of this research are
managers, so by conducting survey researcher can deliver questionnaires to a
numerous number of respondents and get back easily. Lastly, questionnaire can help
researcher to receive desired data.
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According to the Health Communication Unit, at the Centre for Health Promotion,
University of Toronto (1999), there are some disadvantages that researcher can
receive when they conduct survey. Firstly, it is more difficult to collect a
comprehensive understanding of respondents perspective (in-depth information)
compared to in-depth interviews or focus groups. In addition, it requires some
statistical knowledge, sampling and other specialized skills to process and interpret
results. Lastly, conducting survey can be very expensive.
3.3.5 Structur e of Questionnai re
3.3.5.1 Content of Questionnaire
The Questionnaire contains two parts:
Part 1: Decision making style Inventory developed by A. J. Rowe and R. O Mason,
aims at clarifying preferences when facing a situation which decision maker have to
release a decision
Part 2: Nine questions in part 2 were designed to get descriptive data. It comprises 6
demographic questions which are to receive information and to determine respondents
profile and background as well. In addition, there are 3 rating scale questions which
are to inspect the successes of each decision style. First question is to inspect the
successes on the result of managers decision evaluated by him (success A). Second
question is to inspect the successes on the result of managers decision evaluated by
his higher level manager in point of his view (success B). Third question is to inspect
the success of the decision on the obedience of subordinates. Rating scale is from 1 to
5, while 1 is the most success and 5 is not success.
3.3.5.2 Questionnaire Translation
Questionnaire was translated into Vietnamese language so as to match with local
populations language. The translation applied double build method to ensure the
equivalence of meaning (Refer to Mouton 1996). Firstly, the questionnaire was
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translated into Vietnamese, and then the Vietnamese version was translated back into
English. Some errors was recognized and fixed then.
3.4 Data collection procedure
This study, researcher used two ways to deliver questionnaires to respondents. Firstly,
it was Drop-off and Pick-up Method. Questionnaire was delivered to participants
through 3rdparties who have intimacy relation with respondents. Secondly, the
remaining method is Taylor Design Method. Questionnaires were delivered to
participants in their management training classes.
3.4.1 Drop-off and Pick-up Method
According to Allred, Davis (2010) Drop-off and Pick-up Method (DOPU) this is
the method that questionnaires are hand delivered to respondent at their home or
business, researchers have chance to meet respondents face to face. The result in
response rate of this technique is quite high, about 93% in natural resource-related
studies (Olsenetal. 1998)
When implementing the DOPU method, face-to-face contact and verbal
communication with respondents permitted researchers to better determine eligibility
than did leaving the questionnaire on the doorknob. Relying solely on respondents to
indicate ineligibility on the survey instrument was not as effective as verbal
confirmation of eligibility in the DOPU. (Shorna Broussard Allred, Amy Ross-Davis,
2010)
In this study, the researcher delivered questionnaires to respondents who are
management staff through the 3rd parties who are friends of researcher. These friends
are the people who have been working in departments which are under control of
participants of this research. The 3rd parties trained to master the questionnaire would
give questionnaires to respondents in their relax time. The 3rd parties have intimacy
relation with respondents; they can talk and instruct the participant clearly and
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precisely. Consequently the respond rate is also higher than using other method such
as web survey.
The finding show that the number of usable questionnaires is 58, the response rate is
84 %.
3.4.2 Class Survey - Taylor Design Method
The Tailored Design Method developed by Dillman is widely considered as the state
of the art method to maximize survey response rates. According to Dillman, Tailored
Design Method include: making the survey respondent-friendly, including a stampedreturn envelope, using five varied contacts with survey recipients, providing a
financial incentive in the same mailing as the survey itself, and personalizing
correspondence.
In this study, researcher delivers questionnaires to participants who had been studying
in some manager training classes. These classes were the good places for conducting
survey because there were numerous of managers who were in many levels of
position. Furthermore, they were also in many areas of business which enable the
sample more appropriately. The questionnaires were delivered to participants before
break-time of each class. This method could help researcher got a large number of
participants in relatively short time. The bigger number of participant of sample is the
more precision that the research can generalize total population. Especially, the
sample of this study is managers. It is quite complicated, and takes much time to
approach many managers one by one to give questionnaires and get back. Therefore,
delivering questionnaire to managers in their training classes is a suitable strategy.
The finding show that the number of usable questionnaires is 52, the response rate is
55 %.
3.5 Measurement Instrument
The measurement instrument to be used is the Decision Style Inventory as developed
by Rowe, in 1981 and revised in 1985. Rowe is Professor of organization and
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management at the University of Southern California in the United States of America.
Researcher asked for the permission to use the instrument for the research by
electrical mail, but Professor Alan J.Rowe passed away on June 2, 2011.
Consequently the researcher could not get the permission to use this instrument, but
all other researchers used DSI instrument could totally have the permission of
Professor Alan J.Rowe, and without fee.
According to Rowe and Mason (1987), they proposed a term decision making style
(DMS) as the way a person uses information to formulate a decision (p.5). This
theory divides decision style of people into four styles. They are directive style,analytical style, conceptual style, and behavioral style. Each people usually have one
dominant style and one followed style. In 1992 Rowe and Boulgarides develop a
model Decision Making Style Inventory (DMSI) which was used to measure the
intensity of four styles which affect to each people. This instrument consists of twenty
questions which have four numbers to responses. In addition, there is no right or
wrong choices. The result will show decision styles of respondents. Decision styles
will reflect the way decision maker reacts to a given situation (Rowe and Boulgarides
1992: 28).
3.6 Limitation.
Since the limited ability and time, researcher just conducted the study on the success
of business managers in the point of view of them. It was not an objective method.
The author proposes a method which is more objective. Other studies should conduct
a survey on the success of managers through their subordinates plus their higher level
manager. This method is quite complicated and costly, but it can help us to get precise
data.
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CHAPTER IV
ANALYSIS AND INTERPRETATION
OF THE DATA
4.1 Introduction
This chapter will present the data collected from 110 respondents from 41 companies.
Data was collected from November 1, 2012 to December 26, 2012. The data was
analyzed to identify their decision styles. It is also to explore the difference among
managersage group, gender group, job position group, organization activities group,
education level group, and number of staffs under control group in their four decision
styles. Furthermore, it also identifies the relationship between four decision styles and
the success of managers decision.
4.2 About the Respondents
4.2.1 Response rate.
The usable returned questionnaires of this research are 110 business managers. The
total numbers of participants of this survey are 167. Out of 167 participants, there
were 95 of participants who were in some manager training classes, while 72
participants were asked through drop-off method. Out of 95 participants in training
class, there were 77 returned questionnaires, twenty five of them were unusable and52 were usable. Furthermore, out of 72 participants surveyed through drop-off method,
there were 66 returned questionnaires. Eight of them were unusable and 58 were
usable. Therefore 110 surveys were returned and usable. Almost unusable
questionnaires were false because participants did not fill the questionnaire
completely. The total score of decision style did not equal 300. Table 4.1 indicates
the response rate in detail.
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Table 4.1 Response rate
Data
Collection
Procedure
Number of
Participants
Returned
Survey
Unusable Usable Percentage
Class Survey 95 77 25 52 55%
Drop-off 72 66 8 58 84%
Total 167 143 33 110 66%
4.2.2 Prof il e of respondents.
This part of the questionnaire is to formulate the profile of 110 business managers
from 41 companies in Ho Chi Minh City. The profile shows six independent variables
which may have the relation with each decision styles.
4.2.2.1 Age
Of the 110 respondent, the highest concentration of 44.5% (n=49) respondent was in
category below 30 years old. There were 37.3% (n=41) of respondents who were
between 30 and 39 years old. The representation in the remaining over 39 years old
category was 18.2% (n=20). In this sample, number of young managers dominates
number of old managers. Figure 4.1 shows the age group category distribution.
Figure 4.1 Age
45%
37%
18%
< 30 30 - 39 > 39
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4.2.2.2 Gender.
The data collected shows that male represent 53.6% (n=59) of respondent, while
female represent 46.4% (n=51). In this sample, number of male respondents equals
the number of female respondents. The gender distribution was illustrated in figure
4.2
Figure 4.2 Gender
4.2.2.3Organization industry
The finding shows that out of 110 respondents, there were 80 of respondents who
work in service industry, it gain 72.7% of total respondents. Moreover, there were just
5.5% (n=6) of participants work in manufacturing industry, while 24 of participants
work in both service and manufacturing industry, it just accounts for 21.8 % of total
respondents. Almost participant has been working in service industry, while rare
participant work in manufacturing industry. More detail about the result is indicated
in figure 4.3
Figure 4.3 Organization Industry
54%
46%
Men Women
73%5%
22%
Service Manufacturing Both
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4.2.2.4 Current positi on
The finding shows that out of 110 returned questionnaires, there were 25.5% (n=28)
of participants who are top managers, while 42.7% (n=47) participants are in middle
manager positions in their organizations. In addition, there were 31.8% (n=35) of
respondents are supervisors. Hence, middle managers who are head or vice head of
department account much percentage more than top managers or supervisors. More
detail about the result is explore in figure 4.4
Figure 4.4 Job Position
4.2.2.5 Number of subordinatyes
Of 110 responders, 20% (n=22) of participants have more than 50 subordinates. In
addition, 22.7% (n=25) of respondents have 15 to 50 subordinates, while 57.3%
(n=63) of participants have less than 15 subordinates. So, a large number of
participants have less than 15 subordinates. Figure 4.5 reflects the number of
subordinates.
Figure 4.5 Number of subordinates
25%
43%
32%
Top Manager Middle Manager Supervisor
57%23%
20%
50
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4.2.2.6 Highest education level
The result of the survey shows that out of 110 returned questionnaires, there are 86
(78.2%) respondents got bachelor degrees as the highest education level, while there
are 24 (21.8%) respondents passed postgraduate. Lastly, No one has general education
as the highest education level. All respondents in this study have undergraduate
degree or higher. The figure 4.6 reflects the percentages of the highest level education
that respondents received.
Figure 4.6 Education Level
4.2.2.7 Summary
The following table wills summarize the descriptive statistics of the respondents in
detail.
Table 4.2 summary of demographic descriptive statistics
Frequency Percent
Age
Less than 30 years old
30-39 years old
More than 39 years old
Job Position
Top manager
49
41
20
28
44.5%
37.3%
18.2%
25.5%
78%
22%
0%
Undergraduate Postgraduated High school
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Middle manager
Supervisor
Gender
Male
Female
Education Level
High school
Graduate
Postgraduate
Number of subordinates Less than 15
15-50
More than 50
Organization Activities
Service industry
Manufacturing industry
Both
47
35
59
51
0
86
24
63
25
22
80
6
24
42.7%
31.8%
53.6%
46.6%
0
78%
21.8%
57.3%
22.7%
20%
72.7%
5.5%
24%
4.3 Descriptive Statistics of All Respondents Managerial Decision Style and
Decision Style Patterns
4.3.1Respondents Managerial Decision Style
A descriptive analysis was conducted to describe and explore the decision style of
participants and their decision style pattern.
The finding from questionnaires show that the decision style intensity level of
majority of the participant, about 45.5% (n= 50), is back upfor directivedecision
style. The result also shows that the largest number of participants, about 58.2% (n=
64) scored at least preferredlevel of intensity foranalyticaldecision style. Similarly,
almost all of participant (62.7%, n=69) scored at least preferredfor conceptual
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decision style, while there are 48.2% (n=53) of participant scored at very dominant
intensity levelfor behavioral decision style. Table 4.3 shows the result in details.
Table 4.3 Managerial Decision Style
Managerial
Decision
Style
Least
PreferredBack Up Dominant
Very
DominantTotal
Directive16
(14.5%)50
(45.5%)
27
(24.5%)
17(15.5%)
N 110
Analyticcal64
(58.2%)
29
(26.4%)
10(9.1%)
7(6.4%)
N 110
Conceptual69
(62.7%)
35
(31.8)
4(3.6%)
2(1.8%)
N 110
Behavioral13
(11.8%)27
(24.5%)
17(15.5%)
53
(48.2%)
N 110
Level of Intensity
Directive. Below 68= Least preferred, 68-82= Back up, 83-90=Dominant, over 90= Very dominant.
Analytical. Below 83= Least preferred, 83-97= Back up, 98-104=Dominant, over 104= Very dominant.
Conceptual. Below 73= Least preferred, 73-87= Back up, 88-94=Dominant, over 94= Very dominant.
Behavioral. Below 48= Least preferred, 48-62= Back up, 63-70=Dominant, over 70= Very dominant.
4.3.1.1 Analyzing the result
According to the table 4.3, 24.5% of participant scored in the dominant level of
intensity for directive style, it means 24.5 % of them use directive style frequently in
preference to other styles. In addition, there were 17 participants account for 15.5%
who always use directive style. Rowe & Boulgarides (1992) showed that the one who
use scored directivestyle as dominantand very dominantlevel of intensity are
autocratic and have a high need for power. They also have low tolerance for
ambiguity and low cognitive complexity. Furthermore, they just focus on technical
decisions which involve a need for speed, efficiency and limited alternatives. When
giving decisions, they aim to achieve the result, security and status. These people are
motivated by power and status. When they get stress, they become explosive and
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angry with other people. Their thinking mode is focused, so they use rules policies for
problem solving.
Through 110 returned questionnaires, there were 10 and