1 / 19

DECISION Making Styles: A Saudi Managerial Context

DECISION Making Styles: A Saudi Managerial Context. Mustafa M. Ashwi King Fahd University of Petroleum & Minerals Saudi Arabia 8th Congress of The International Association for Cross-Cultural Psychology, Isle of Spetses, July 11-15, 2006, Greece.

dusan
Download Presentation

DECISION Making Styles: A Saudi Managerial Context

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. DECISION Making Styles:A Saudi Managerial Context Mustafa M. Ashwi King Fahd University of Petroleum & Minerals Saudi Arabia 8th Congress of The International Association for Cross-Cultural Psychology, Isle of Spetses, July 11-15, 2006, Greece.

  2. studies sampled too few countries to discern which cultural values are associated with reliance on what sources. Background

  3. (1) the individual’s own expertise, based on prior experience and training; (2) social sources - typically superiors, subordinates, specialists, and co-workers; Managing Org. Events

  4. The executives & middle managers were asked to respond to eight events.

  5. The events are: (1) When a vacancy arises that requires appointment of a new subordinate in your department; (2) When one of your subordinates does consistently good work; (3) When one of your subordinates does consistently poor work; (4) When some of the equipment or machinery in your department seems to need replacement;

  6. The eight sources of guidance were listed, as follows: (1) ‘Formal rules and procedures’; (2) ‘Unwritten rules as to ‘how things are usually done around here’’; (3) ‘My subordinates’;

  7. (4) ‘Specialists outside my department’; (5) ‘Other people at my level’; (6) ‘My superior’; (7) ‘Opinions based on my own experience and training’; and (8) ‘Beliefs which are widely accepted in my country as to what is right’.

  8. Objective • To investigate the Saudi executives' & middle managers decision making styles on the basis of studying how they manage different events or situations.

  9. Questions of the study • How managing different events is related to some variables such as age, seniority, education, company size, ownership, activity and other related variables? • What are the differences between Saudi top managers and middle managers' decision making styles?

  10. The sample (N=328) was drawn accidentally from both public and private sectors companies in Saudi Arabia.

  11. Results

  12. Significant differences 1- non written rules 2- Relying on experts 3- Relying on superiors

  13. 4- Relying on Beliefs 5- Relying on family

  14. Discussion • Are the significant differences attributed to: • Cross-cultural differences? OR • Sub-cultural differences? OR - Both?

  15. THANK YOU

More Related