MANAGERIAL DECISION STYLES AND CEREBRAL DOMINANCE: AN EMPIRICAL STUDY (1)

MANAGERIAL DECISION STYLES AND CEREBRAL DOMINANCE: AN EMPIRICAL STUDY (1) WILLIAM rrAGGART, DANIEL ROBEY AND K. GALEN KROECK Department o Management, Florida International Liniuersi[y f INI'RO1)UC'I'ION UNDERSTANDING decision-making is fundamental to the study of management in organizations, and many approaches have been taken in rcsearch on decision-making. Classical management theorists and many present-day management scientists adopt a prescriptive approach which emphasizes establishment of criteria, generation of alternatives, and evaluation of alternatives so that the optimal choices can be made. Others, following Cyert and March (1963), arc more apt to describe actual decision processes, noting that normative models arc not always followed in practice. "his 'behavioural' school of decision-making suggests that human beings are limited information processors who arc, at best, only intendedly rational. As such, dccisions are apt to reflect the use of heuristic methods rather than formal analytical models. Neither of these traditional approaches deals directly with individual differences among decision-makers. However, recent studies show very clearly that decision behaviour is influcnccd by personality and other psychological characteristics. While the elements of the situation (the decision-maker's task and environment) will always affect decisions made, the decision-maker's own style may explain a substantial amount ofvariation in managerial decision-making. Unfortunately, researchers wishing to measure individual differences among decision-makers arc http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Studies Wiley

MANAGERIAL DECISION STYLES AND CEREBRAL DOMINANCE: AN EMPIRICAL STUDY (1)

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Publisher
Wiley
Copyright
Copyright © 1985 Wiley Subscription Services, Inc., A Wiley Company
ISSN
0022-2380
eISSN
1467-6486
DOI
10.1111/j.1467-6486.1985.tb00071.x
Publisher site
See Article on Publisher Site

Abstract

WILLIAM rrAGGART, DANIEL ROBEY AND K. GALEN KROECK Department o Management, Florida International Liniuersi[y f INI'RO1)UC'I'ION UNDERSTANDING decision-making is fundamental to the study of management in organizations, and many approaches have been taken in rcsearch on decision-making. Classical management theorists and many present-day management scientists adopt a prescriptive approach which emphasizes establishment of criteria, generation of alternatives, and evaluation of alternatives so that the optimal choices can be made. Others, following Cyert and March (1963), arc more apt to describe actual decision processes, noting that normative models arc not always followed in practice. "his 'behavioural' school of decision-making suggests that human beings are limited information processors who arc, at best, only intendedly rational. As such, dccisions are apt to reflect the use of heuristic methods rather than formal analytical models. Neither of these traditional approaches deals directly with individual differences among decision-makers. However, recent studies show very clearly that decision behaviour is influcnccd by personality and other psychological characteristics. While the elements of the situation (the decision-maker's task and environment) will always affect decisions made, the decision-maker's own style may explain a substantial amount ofvariation in managerial decision-making. Unfortunately, researchers wishing to measure individual differences among decision-makers arc

Journal

Journal of Management StudiesWiley

Published: Mar 1, 1985

References

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