DECISION Making Styles: A Saudi Managerial Context

DECISION Making Styles:DECISION Making Styles:A Saudi Managerial ContextA Saudi Managerial Context

Mustafa M. AshwiMustafa M. Ashwi

King Fahd University of Petroleum & MineralsKing Fahd University of Petroleum & Minerals

Saudi Arabia Saudi Arabia

8th Congress of The International 8th Congress of The International Association for Cross-Cultural Association for Cross-Cultural

Psychology, Isle of Spetses, July 11-15, Psychology, Isle of Spetses, July 11-15, 2006, Greece. 2006, Greece.

BackgroundBackground

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

Managing Org. EventsManaging Org. Events

(1) the individual’s own expertise, (1) the individual’s own expertise, based on prior experience and based on prior experience and training; training;

(2) social sources - typically (2) social sources - typically superiors, subordinates, specialists, superiors, subordinates, specialists, and co-workers; and co-workers;

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

The events are: The events are:

(1) When a vacancy arises that requires (1) When a vacancy arises that requires appointment of a new subordinate in your appointment of a new subordinate in your department;department;

(2) When one of your subordinates does (2) When one of your subordinates does consistently good work; consistently good work;

(3) When one of your subordinates does (3) When one of your subordinates does consistently poor work; consistently poor work;

(4) When some of the equipment or (4) When some of the equipment or machinery in your department seems to machinery in your department seems to need replacement; need replacement;

The eight sources of guidance were listed, The eight sources of guidance were listed, as follows:as follows:

(1) ‘Formal rules and procedures’; (1) ‘Formal rules and procedures’;

(2) ‘Unwritten rules as to ‘how things are (2) ‘Unwritten rules as to ‘how things are usually done around here’’; usually done around here’’;

(3) ‘My subordinates’;(3) ‘My subordinates’;

(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’.

ObjectiveObjective

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

Questions of the studyQuestions of the study How managing different events is How managing different events is related to some variables such as related to some variables such as age, seniority, education, company age, seniority, education, company size, ownership, activity and other size, ownership, activity and other related variables?related variables?

What are the differences between What are the differences between Saudi top managers and middle Saudi top managers and middle managers' decision making styles? managers' decision making styles?

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

Sub-sampleSub-sampleSizeSize%%

ExecutivesExecutives17217252%52%

Middle managersMiddle managers15615647.6%47.6%

ResultsResults

Sum of Squaresdf

Mean SquareFSig.

RULESBetween Groups31.947131.9471.019

0.314

Within Groups9,245.68929531.341  Total9,277.636296   

NOWRITENBetween Groups342.9771

342.977

9.8620.002

Within Groups9,842.23028334.778  Total10,185.20

7284   

SUBORDINBetween Groups28.360128.3601.036

0.309

Within Groups7,935.04829027.362  Total7,963.408291   

EXPERTSBetween Groups716.1191

716.119

16.869

0.000

Within Groups11,929.047

28142.452  

Total12,645.166

282   

PEERSBetween Groups8.93618.9360.202

0.654

Within Groups12,055.940

27244.323  

Total12,064.876

273   

SUPERIORBetween Groups680.4021680.402

17.451

0.000

Within Groups10,800.208

27738.990  

Total11,480.609

278   

EXPERIENCEBetween Groups111.3781111.3783.2890.071Within Groups10,022.2

2229633.859  

Total10,133.601

297   

BELIEFSBetween Groups1,213.006

11,213.006

23.705

0.000

Within Groups15,095.203

29551.170  

Total16,308.209

296   

FAMILYBetween Groups1,073.925

11,073.925

14.130

0.000

Within Groups22,345.034

29476.004  

Total23,418.959

295   

FRIENDSBetween Groups182.5241182.5243.0500.082Within Groups17,655.7

1829559.850  

Total17,838.242

296   

Significant differencesSignificant differences

1- non written rules1- non written rules

2- Relying on experts2- Relying on experts

3- Relying on superiors3- Relying on superiors

44 - -Relying on BeliefsRelying on Beliefs

55 - -Relying on familyRelying on family

DiscussionDiscussion

Are the significant differences Are the significant differences attributed to:attributed to:

- Cross-cultural differences?Cross-cultural differences? OROR- Sub-cultural differences?Sub-cultural differences? OROR- Both?- Both?

THANK YOUTHANK YOU