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Jyväskylä studies in education, psychology and social research, 2014

This study had not been possible without financial support. I am indebted for my year at Boston to the authorities of ASLA/Fulbright scholarships. I am also grateful to Suomen Kulttuurirahasto which made it possible to continue and complete the work after my return. I also thank Maaseudun Kukkaisrahastosäätiö for its assistance. The University of Jyväskylä I thank for taking this dissertation into its publication series of Jyväskylä Studies in Education, Psychology, and Social Research. I am indebted to Ap. Leht. Anthony J. MacDougall for correcting the language of the manuscript, and Mrs. Riitta Käcklund and Mrs. Orvokki Sampio for the final typing of the text. Now I also understand why so many people include thanks to those who are the closest to them in the preface to their work. I thank my wife Marjatta and son Ville. Together we lived through these years of reading and writing.

2013

In our day-to-day activities, decision making is unavoidable; this is because it is a vital instrument that may move one forward or backwards. As it implies, the battle of choosing between two or more alternatives, then at end of this executive choice, there unfolds another crucial problem known as implementation. That is to say, is not enough to select among alternatives, but to implement it is the seeming ultimate point. Therefore, this write up, is an attempt to bring into focus, the fundamentals and realities, of decision making process. The paper tries first and foremost to examine the nature of organizations and administration as they are critical instruments that are determinants and context within which a manager takes a decision. Thereafter, the paper presents the management and decision making process.

How can we improve the quality of decision making in complex organizations? Addressing this lively question is now regarded as central also in the research methods and practice field. In fact, how we explain in this work, it implies the research of appropriate methods for understanding the link between the decision makers’ personality and its distortions. In particular, this paper addresses the proposed question through a qualitative research approach, which is becoming relevant after a long period of scientific attention mainly towards quantitative research (e.g. Lee & Cassell, 2013). Qualitative research is also suitable because it offers a considerable potential for our understanding of key issues within work psychology (e.g. Cassell & Symon 2011), that is an important aspect of our paper. On this basis, in the paper we perform different qualitative analyses. First, we use a qualitative problem-solving tool recently developed by the psychologist Kahneman and colleagues (2011). Here, we try to identify and eliminate cognitive distortions in decision making through verifying, ex post, their quality. Second, we also use the MBTI personality test to capture, more effectively, the role that the decision makers’ personality may have in decision making. At the core of the work is the case study of Consorzio ELIS, which is an Italian organization that provides programmes of higher education. The case study analyzes the quality of the decision making process relating to the introduction of three new services, i.e. Business Model Lab, Pursuing Shared Value, and Business School. We believe that our study may have useful implications for the EURAM’s Research Methods and Practice SIG. The study is intended not only for those scholars and professionals interested in learning more about the way in which psychological and behavioral aspects may influence decision making, but also for those scholars interested in their methods of investigation.

Springer eBooks, 1997

This work is subject to copyright. All rights are reserved, wh ether the whole or part of the material i. concerned, Jpecifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, rrproduction on microfilm or in any other way, and $loTlge in data bankl. Duplication of this publication or parts thereof is pcrmilllOd only under the provisions of the Germlll Copyright Law of September 9, 1965, in ill CUTTen! version, lIld permission for 11M' mwl alwaY' be obtainlOd from Springer.verlag. Viola• lions au li. ble for prosecution under the German Copyright Law.

This paper examines decision making, its features, kinds, models, theories and importance of decision making in management, it view decision as the heart of success in every organization, and explains times of critical moments when decision can be difficult, confusing, and nerve racking. It further extend view on decision-making and even the various alternatives that worth to be considered when making decision in businesses and libraries. And further concluded to hold the view of other studies by classifying decision making into either rational or non-rational. 2

The emphasis is on investigating an aspect of managerial decision-making style with the potential to enhance managerial performance. In this context, it is important to examine the relat ionship between decision-ma king styles with conflict handling. Th is study focuses primarily on exp loring the role of conflict management used in the organizat ion as predictors of decision-making styles. The Data collected fro m 307 executives belonging to banking sector fro m West Bengal, India. The Data analysed using descriptive and simp le regressions analysis techniques. Results suggest that conflict-handling style used in the organization in addition to decision maker's education and management levels are good predictors of decision-making styles in such an environment. Results also indicate that a tendency towards the analytical style prevails among managers. Further, the implication o f the contribution made by this study to the body of management theory and practice discussed.

ERN: Other Organizations & Markets: Policies & Processes (Topic), 2010

This chapter includes a discussion of leadership decisions and stress. Many leaders are daily exposed to stress when they must make decisions, and there are often social reasons for this. Social standards suggest that a leader must be proactive and make decisions and not flee the situation. Conflict often creates stress in decision-making situations. It is important for leaders to understand that it is not stress in itself that leads to bad decisions, rather, bad decisions may be the result of time pressure in the sense that leaders have not been able to gather enough relevant information. Thus, it is worthwhile for leaders to be able to prioritize properly in order to cope with stressful situations. In some situations, a leader chooses to delegate the decisions to his/her team and then it is important to guard against «groupthink», a phenomenon where members of a team put consensus before anything else as a result of the peer pressure. A number of methods are presented that enable ...

Indian Journal of Public Administration, 2015

Sociologists have long debated whether nature or nurture is the key to what people are and how they act. Administrative culture, in its broadest sense is understood as the modal pattern of values, beliefs, attitudes, and predispositions that characterise and identify any given administrative system. The administrative culture of any part of the globe reflects the distinctiveness and complexity of various regional, national, and local realities; their unique historical experiences, their forms of insertion. Such cultures are historical products, where past experiences, myths, and traditions have shaped modal psychological orientations. Any administrative culture is also conditioned by existing structural and conjunctional circumstances and challenges. Decision making is one of the most important aspects of administration and is greatly influenced by the prevailing politico-administrative culture of the organisation. The interdisciplinary framework of decisionmaking is one of the important aspects for any administrator for arriving at a decision. Though efforts are made to nurture the personnel system to form a homogeneous group, still the internalised behaviour pattern and the nature do continue. Besides these, the psychological factors also play a great role on the individual behaviour which affects the decision making process. The article examines the decision making process as a factor of politico-administrative culture.