Hasty Decision-Making Style Of Decision Making

Register to read the introduction… The hasty decision-making adopted by these managers could reduce the tension triggered by the uncertainty preceding any decision-making stage. 2. authoritarian style – adopted by managers hunting managerial positions. These persons are very active and dynamic, creating a work environment characterized by tension and conflicts. They generally have a wonderful opinion about themselves, with a high self-confidence, strongly believing that they are entitled to get managerial positions, as they are the only skilled and capable to successfully achieve all the objectives related to their job. This attitude may entail the propensity of these managers to firmly maintain and enforce their opinions in decision-making. In case of failure, they will always find reasons and explanations that will absolve them from any responsibility. Thus, they will strive to reduce their own responsibility, leaving the entire burden on their subordinates, or other decision-makers. At the same time, this boost of confidence can also explain their tendency to act firmly even in uncertain situations and to persevere in reaching the desired goals. c) “laisser-faire” style – highlights the lack of interest for a personal evolution in the company hierarchy. They are not very much concerned about getting managerial positions, but once …show more content…
They make minimum efforts to achieve the goals of their group or organization, and to properly lead their employees; b) the style of the task-oriented manager (square 9-1) – specific to those managers who make a priority from solving all the production difficulties, paying minimum attention, or sometimes even neglecting their subordinates. Their efforts aim at the achievement of the company objectives, imposing a very busy and tiring working schedule, and permanently requiring their employees` participation. Organizing is the key word with these managers. The activity efficiency can only be ensured by a minimal relationship with their subordinates. In this case, efficiency depends directly on solving the technical aspects of this activity; c) the style of the group-oriented manager (square 9-9) – reveals an increased interest for their employees (E) and the production (P). The efficiency of these managers is given by the amount of effort made to favourably solve the problems related to both abovementioned categories. The relationships between these managers and their subordinates rely on mutual respect, being interactive, cooperative and participative; d) the style of the staff-oriented manager (square 1-9) – focuses on human resources, taking