i

VIETNAM NATIONAL UNIVERSITY HCMC

INTERNATIONAL UNIVERSITY
SCHOOL OF BUSINESS





DECISION MAKING STYLES OF BUSINESS
MANAGERS
IN HO CHI MINH CITY

In Partial Fulfillment of the Requirements of the Degree of BACHELOR
OF Business Administration





Advisor: PHAN TRIEU ANH, Ph.D.
Students name: DO TIEN THINH
(BAIU08113)


Ho Chi Minh City, Vietnam, 2012
ii

DECISION MAKING STYLES OF BUSINESS MANAGERS
IN HO CHI MINH CITY
APPROVED BY: Advisor APPROVED BY:
Committee

Phan Trieu Anh, PhD., Chair






..




.
THESIS COMMITTEE
(whichever applies)

iii

ACKNOWLEDGMENTS

First and foremost, I wish to register my great thanks to (Almighty) Jehovah,
the true God who strengthen my soul and spirit, and save me from being lost.
I would like to show my sincere thanks to my supervisor, Dr. Phan Trieu Anh for his
brilliant support, and precise advices.
I would like to express my deepest gratitude to my family who has supported me a lot.
My sincere appreciation also goes to my professors and lecturers at School of
Business Administration, International University for teaching and training me during
these four years.
It would be a huge mistake if not mentioning my sincere appreciate to Miss Nu Hanh
and all my friends who support me a lot during the semester that I had been doing my
thesis.
Last but not least, I would like to give my thanks to members of CIU, a small group
bible study, who encourage me a lot.







iv

TABLE OF CONTENTS


ACKNOWLEDGEMENTS..........iii
LIST OF TABLE.vii
LIST of Figure...ix
ABSTRACT..x
i
CHAPTER 1: INTRODUCTION..1
1.1 Background1
1.2 Rationale for the study..2
1.3 Research Purpose...2
1.4 Research Methodology...3
1.4.1 Data Collection Methodology..3
1.5 Research Scope and Limitation...3
1.6 Significant....4
1.7 Structure of Thesis...4
CHAPTER 2: LITERATURE REVIEW...6
2.1 Decision and Decision Making..6
2.1.1 Decision...6
2.1.2 Decision Making......7
2.1.3 Summary..7
2.2 Type of Decision.8
2.2.1 Theory of Gibson, Ivancevich and Donnelly .......8
2.2.2 Theory of Ken Shah & Prof. Param J.Shah...........................................8
v

2.2.3 Theory of Rowe and Boulgarides .........................................................9
2.2.4 Summary....10
2.3 Process of Decision Making...................................................................................10
2.3.1 Theory of Bakeret Al (2011).................................................................10
2.3.2 The Model of Dearlove (1998)-The Synoptic Model...........................12
2.3.3 The Greenberg and Baron (1993)-The Traditional analytical model...13
2.3.4 Model of Rowe and Boulgarides (1992)...............................................13
2.3.5 Summary...............................................................................................14
2.4 Decision Maker-Rowe (1992)15
2.5 Decision Making Styles..........................................................................................15
2.5.1 Thoeries Decision Making Styles..........................................................15
2.5.1.1 Myers-Briggs Type Indicator....................................................15
2.5.1.1.1 Summary................................................................................15
2.5.1.2 Rowe and Boulgarides Theory................................................16
2.6 Rowe and Masons Decision Making Style Inventory (DMSI).............................18
2.6.1 Decision Making Styles Model.............................................................18
2.6.2 Four Style of Decision Making.............................................................20
2.6.3 Decision Making Style Intensity...........................................................21
2.6.4 Decision Making Style Inventory Scoring............................................22
2.6.5 Decision Style Patterns23
2.6.7 Behavioral Reactions.............................................................................24
2.6.8 Manager Subordinate styles................................................................25
2.7 Other Study Used Decision Making Styles Inventory...........................................23
2.7.1 Research of Zhou Bei.............................................................................23
2.7.2 Research of Abdulrahman AlQarni........................................................24
2.7.3 Research of Ismail Hussein Amzat.........................................................25
2.7.4 Research of Leele S.J, Gurnam K.S, Parmjit S.A...................................26
2.8 Summary................................................................................................................27

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CHAPTER III METHODOLOGY...........................................................................28
3.1 Type of The Research.............................................................................................28
3.2 Research Purpose...................................................................................................28
3.3 Research Design.....................................................................................................29
3.3.1 Research Method.....................................................................................29
3.3.2 Time Dimension......................................................................................29
3.3.3 Research Population................................................................................30
3.3.5 Data collection Instruments.....................................................................29
3.3.5.1 Advantages and Disadvantages of Survey Questionnaire........29
3.3.6 Structure of Questionnaire.......................................................................31
3.3.6.1 Content of Questionnaire...........................................................31
3.3.6.2 Questionnaire Translation.........................................................32
3.4 Data Collection Procedure......................................................................................32
3.4.1 Drop-off and Pick-up Method....................................................................33
3.4.2 Class survey Taylor Design Method.......................................................33
3.5 Measurement Instrument........................................................................................33
3.6 Limitation...............................................................................................................34
CHAPTER IV ANALYSIS AND INTERPRETATION OF THE DATA..........35
4.1 Introduction............................................................................................................35
4.2 Descriptive Statistic of the Respondents................................................................35
4.2.1 Response Rate...........................................................................................35
4.2.2 Profile of Respondents..............................................................................36
4.2.2.1 Age............................................................................................36
4.2.2.2 Gender.......................................................................................37
4.2.2.3 Organization Industry................................................................37
4.2.2.4 Job Position................................................................................38
4.2.2.5 Number of Subordinates............................................................38
4.2.2.6 Education Level.........................................................................39
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4.2.2.7 Summary....................................................................................39

4.3 Descriptive Statistics of All Respondents Managerial
Decision Style and Decision Style Patterns ................40
4.3.1 Respondents Managerial Decision Style...............................................40
4.3.1.1 Analyzing the result................................................................41
4.3.1.2 Comparing decision style score of this research
to other researches...................43
4.3.2 The Managerial Decision Style Patterns
for All Participants........................................44
4.3.2.1 Brain Sidedness........................................................................44
4.3.2.2 Orientation................................................................................45

4.4 Further Analysis.........................................................................................46
4.4.1 Age..........................................................................................................46
4.4.2 Job Position.............................................................................................48
4.4.3 Gender.....................................................................................................49
4.4.4 Number of Subordinates..........................................................................50
4.4.5 Organization Industry..............................................................................51
4.4.6 Education Level.......................................................................................52
4.5 Decision Style Pattern, Decision Style
and the success of managers decision styles...............................52
4.5.1 Brain Sidedness.......................................................................................53
4.5.2 Orientation...............................................................................................55
4.5.3 Directive Decision Style..........................................................................56
4.5.4 Analytical Decision Styles......................................................................57
4.5.5 Conceptual Decision Styles.....................................................................59
4.5.6 Behavioral Decision Styles.....................................................................59
4.5.7 Summary.................................................................................................60
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CHAPTER V CONCLUSION, RECOMMENDATION........................................62
5.1 Conclusion..............................................................................................................62
5.2 Study Implication...................................................................................................63
5.3 Recommendation....................................................................................................64
5.4 Limitation and Recommendation for Further Research.........................................65
REFERENCES...........................................................................................................66
APPENDICES............................................................................................................69
















ix

LIST OF TABLE

Table 2.1 Decision Making Style Intensity......22
Table 2.2 Basic Style Patterns..24
Table 2.3 Behavioral Reaction.................24
Table 2.4 Manager-Subordinate style conflicts .......25
Table 4.1 Response Rate..35
Table 4.2 Summary of Demographic Descriptive Statistic..39
Table 4.3 Managerial Decision Style...41
Table 4.4 Comparing Result.....44
Table 4.5 Different Among Age Groups in Decision Styles47
Table 4.6 Different Among Three Group of Job Position in Decision Styles..48
Table 4.7 Different Among Two Groups of Gender in Decision Style...49
Table 4.8 Different Between Three Group of Number
of Subordinates in Decision Styles...........................................50
Table 4.9 Different Between Three Group
of Organization Industry in Decision Styles....51
Table 4.10 The Different Between Two Group Of Education Level...52
Table 4.11 The Relationship Between Brain Sidedness
And The Success Of Managers Decision....54
Table 4.12 The Relationship Between
Orientation and the Successes of Managers Decision55
x

Table 4.13 The Relationship between Achieved Score
in Directive Style and the Successes of Managers Decision..56
Table 4.14 The Relationship between Achieved Score
in Analytical Style and the Success of Managers Decision....58
Table 4.15 The Relationship between Achieved Score
in Behavioral Style and The Success of Managers Decision.59















xi

LIST OF FIGURE

Figure 2.1 Decision Making Process14
Figure 2.2 Expanded Four-force Model of Decision-Makers..15
Figure 2.3 Decision Style Model..18
Figure 2.4 Complete Decision Style Model.19
Figure 2.5 Individual Scoring Matrix...23
Figure 4.1 Age..36
Figure 4.2 Gender.37
Figure 4.3 Organization Industry.37
Figure 4.4 Job Position.38
Figure 4.5 Number of Subordinate...38
Figure 4.6 Education Level..39
Figure 4.7 Brain Sidedness...45
Figure 4.8 Orientation..46





xii

ABSTRACT
Decision making is one of the most important managerial functions in the
administration of any organization. Managers of the organizations make decisions
with different kinds that will affect to these organizations. It is one of many factors
which play role in the successes of the organization as well as the successes of
decision makers. It is also not many researchers conducting study on business
managers in Ho Chi Minh City about this field.
The main purpose of this study is to explore the decision style of business manager in
Ho Chi Minh City. A second purpose is to clarify the different among categories of
demographic groups in decision making styles. This research also explores the
relationship between decision style of manager and the successes of their decision.
The result of this study supports for the understanding of leadership of business
managers in Ho Chi Minh City.
The research use Decision Style Model of Rowe and Mason (1987) as a based theory.
The survey method was conducted for this study. Questionnaires consist of two parts:
The first part is Decision Style Inventory which was developed by Rowe and Mason
(1987). This inventory was used to measure the decision styles of business managers
in Ho Chi Minh City. Furthermore, the second part included of nine questions. Six
questions are to receive profile data of respondents, while the three remaining
questions are to measure the successes of respondents decision in their viewpoint.
The finding shows that the dominant style of business managers in Ho Chi Minh City
are behavioral, followed by the directive style. The conceptual style was used least
often. The result also found that there is a significant different among the groups of
age; job position; education level; and gender in decision styles of managers.
However, there is not any statistically significant different among the groups of
number of subordinate, and groups of organization activities. The finding also shows
there is the relationship between decision styles and the successes of managers
decision.
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CHAPTER I
INTRODUCTION

This chapter gives an introduction of the research and interprets the reason for
conducting the study, point out the problems and purpose. This chapter also
shows the limitation of the research and its significance.

1.1 Background
Each decision given in the past will decide what people will be in the future. People
have to release hundreds of decision a day. Some of them are important, others are not.
However in any organization, almost all decisions are important. Decision-making is
an essential part of management, and it effects the operations of any organization.
Furthermore, decision-making is the most important managerial function, and it is one
upon which the success or failure of any organization depends (Barnard, 1938; Yukl,
1994). Leonard, Scholl, and Kowalski (1999) argue that the decision-making is a
fundamental function in organizations and the quality of the decisions that managers
make influences their effectiveness as managers, and the effectiveness of management,
in turn, affects the success or failure of the organization. Organizations were operated
by people making decisions. Managers using executing decisions to plan, organize,
staff, lead, and control their team. The success of manager will be related to the
effectiveness and quality of those decisions. Furthermore, decision making is a
fundamental activity for managers. An author of management textbooks shows it to
be the essence of the managers job (Robbins, 1994) and an essential element of
organizational life (Robbins, 1997).
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Therefore researcher conducted a research on studying the decision styles of business
manager and their effects. This research will help business organizations in evaluating
and improving the effecting of decision style of their management staffs. The result
also enables organization to predict the future decision of their management staffs. In
addition this research also creates a baseline for other researcher conducting study on
leadership and managerial style of managers in Ho Chi Minh City.
1.2 Rationale for the study
The ideal for doing this thesis begin from the time that I did internship in sale
department of a small company. The problem is management style of the director, he
had less definitive decisions. Although the staffs had a sense of team work to solve
the problem, the director regularly gave decision to the department by himself. When
his decision was complained because of its impracticability, he would modify it.
Therefore, his decisions then were modified many times. Consequently, it leads to the
changing of aims of some specific jobs in the department. It often creates a distraction,
and the effectiveness of job could be reduced. The displeasure among staffs in the
department also increased. The department had to solve this problem seriously to
consolidate the internal of the department and to have clear vision.
This situation has inspirited me to study this topic. I want to know what the decision
styles of Vietnamese managers are and how they affect to the result of business
organization. This is an essential research which is necessary and essential for the
evaluation and improvement of management style of manager of the organization.

1.3 Research purpose:
There were three purposes for this study.
1. Explore the business managers managerial decision styles in Ho Chi Minh
City.
3

2. Explore the differences among categories of gender groups, age groups,
number of subordinates groups, educational level groups, organization
industry groups; and job position groups in managerial decision styles.
3. Explore the relationship between the managerial decision styles of managers
and the success of their decision?
To clarify these purposes the following questions were posed:
What are the managerial decision styles of business managers in Ho Chi Minh
City?
Are there differences among categories of gender groups, age groups, number
of subordinates groups, level of education groups, job positions groups,
organization industry group in decision styles?
Are there relationships between the managerial decision styles of managers
and the success of their decision?

1.5 Research Scope and Limitation
Since the limited ability and time, the researcher just conducted the study on the
success of the business managers in point of view of them. It was not an objective
method.

1.6 Significance
To date there has been not much research conducted on exploring the decision styles
of business manager in HCMC and the process of how they think in order to give
decision.
This study provides baseline information to improve our understanding of
organization managers and management. The understanding of directors decision
4

styles and the influence of cognitive preferences on decisions may improve our
understanding of organization managers and management.
The research will address the difference among categories of groups with different
demographic in decision-making styles; the results can be used management strategies
from which managerial development as well as the development of training programs
is structured, down to the lower organizational level for implementation.

1.7 Structure of Thesis
The study includes five main parts placed in five chapters.
Chapter 1: Introduction
This chapter gives a brief introduction of the research and interprets the reason for
conducting the study, point out the problems and purposes. This chapter also
shows the limitation of the research and its significance.
Chapter 2: Literature Review
This chapter reviews some critical points of the current knowledge and findings
from many previous studies and researches to provide some theoretical
backgrounds for decision making styles theory
Chapter 3: Methodology
This chapter explains the purpose of the research and the research strategy, as well
as the methodology that was used to conduct the research. It also outlines the
investigation and population used in the sampling process.
Chapter 4: Data Analysis
This chapter shows the findings of the study, and analyzes them to identify and
explore the different and the relationship among groups of variable.
5

Chapter 5: Conclusion and Recommendation
This chapter presents the result of the study, discuss the recommendations,
limitations. It also provides recommendations for further research.


6

CHAPTER II
LITERATURE REVIEW
This chapter will review some critical points of the current knowledge and findings
from many previous studies and researches to provide some theoretical backgrounds
for decision making styles theory
2.1 Decision and Decision Making
2.1.1 Decision
Decision-making is an important function of modern management. Management staffs
take consciously and subconsciously hundreds of decision a day which is the key
elements of success of organizations. According to Robbin (1998) decision is defined
as choices made from two or more alternatives. People make decision to response to
the problem. The current state of affairs have large different with some desired state
requiring consideration of alternative courses of action. Besides, a decision is defined
by Gore, Murry and Richard (1992)as the moment of choice and some decisions may
vary, depending on their level in view of the fact that decision that are made at the
lower level differ from those that are made at the top management level
Another definition, Gore (1964) stated that The term decision may refer to the
choice of picking up the telephone; it may just as well refer to a momentous and
unprecedented international act. The gulf between these terminals of the continuum of
decision is too large to traverse with the use of only a single term. Generally, a
decision refers to the consideration of the consequences of some act before
undertaking it. Purposive behavior, behavior organized by means of goals project by
individuals, as a means of catching their needs, tends to extend beyond the resources
of a behavioral system. In this situation the decision becomes a mechanism for
selecting both goals to be undertaken first and those that must wait. One of the
meanings that decision has come to have, is a choosing, not between alternative
7

courses of action, but between alternative goals, each offering benefits prized by
someone.
2.1.2 Decision Making
According to James Stoner decision making is the process that identifies and selects a
course of action to solve a specific problem. Another definition of Trewartha and
Newport that decision making involves the choice of a course of action from among
two or more possible alternatives to come to a solution for a problem. Moreover,
decision-making is the process which problems was identified and resolved and
capitalizes on opportunities by leaders and managers. However, all levels in the
organization need essentially good decision making. (Aiken, Clarke, Solane and
Silber, 2002). Furthermore, making a decision connotes that there are optional
choices to be considered, and in some cases people want not only clarify as many of
these alternatives as possible but to choose the one that fits completely with their
goals, desires, objectives, values, and so forth. (Harris, 1980)
Lastly, decision making is the methods and way of get conclusion or agreement.
People have to understand expertly their organizational process and its structure
before making a decision. It also require the role attributed to participants related in
the decision making process, which is connected process intimately (Marshall and
Iftekhar, 2008)
2.1.3 Summary
Although there are many definitions of decision and decision making that have been
introducing over the 70 years, generally, the decision is a moment of choice between
many alternative courses of action and a way to response to problems. Decision
making is the method and the way of get conclusion or agreement for a problem.


8

2.2 Type of Decision
2.2.1 Theory of Gibson, I vancevich and Donnelly (1994)
According to Gibson, Ivancevich and Donnelly (1994), there are two main types of
decisions; they are programmed and non- programmed decisions.
Programmed decisions: A routine procedure was run to solve a particular situation
occasionally, when it occurs. Therefore, decision are programmed to the scale that the
problem repeat. It is a definite procedure which has been developed to handle them.
Non-programmed decisions: Decisions which are novel and unstructured are non-
programmed. It cannot handle the problem by using any existence procedures. Since it
has not arisen in exactly the same manner before or since it is heterogeneous or very
important. These problem need to be treated in special way.
2.2.2 Theory of Ken Shah and Param J . Shah (2009)
According to Ken Shah and Param J. Shah, there are 9 types of decisions; they are
irreversible, reversible, experimental, trial and error, made in stages, cautious,
conditional, and delayed.
Irreversible: This type of decisions is the ones which were made then cannot be
unmade. It takes a long time to receive the repercussion. It is unchangeable when
there is not any satisfactory option the course. Managers should never use it to escape
from general indecision.
Reversible: Reversible decision is the decision that totally can be change, although
during or after the agreed action begins. People are allowed to acknowledge a false
early in the process rather than eternize it. Changing circumstances can be used
effectively where change is necessary.
Experimental: This type of decision is not completed when the first result appear
show them to be satisfactory. It needs positive feedback before ones decide on the
9

string of action. It is effective and useful when correct move is unclear; however it is
clearly according to general direction of action
Trial and Error: In this type, knowledge is taken out of previous mistakes. A specific
string of actions is chosen and tried out. When the results are positive, the action will
be carried further. Nevertheless, when the results are negative, then the another course
is adopted and many trials are made and errors are occurred. It allows the superiors to
adopt and adjust plans continuously before it has full and final commitment. The
positive and negative feedback can be used before it selects a particular course of
action.
Made in Stages: In this type of decision, decisions were made in steps when the whole
action completed. The close monitoring of risk was allowed as one accumulates the
evidence of result and constraint at every stage. It allows feedback and discussion
before the next stage of decision is made.
Cautious: Time for contingencies and problem are allowed that may crop up later at
the time of implementing. The people who make decision may hedge their best of
effort to accept the night course. It enables to limit the risk that is inherent to make a
decision. It permits one to scale down projects that are risky in the first instance.
Conditional: In this type of decision, decision can be altered if specific predictable
circumstances arise. If the competition makes a new move or the plan of the game
change completely, it will prepare one to react. It helps one to react quickly to change
to the circumstances
2.2.3 Theory of Rowe and Boulgarides (1992)
According to Rowe and Boulgarides (1992: 16) decisions can be one of the following
types:
Routine decisions: So as to take an organizations goal, prescribed rules are followed.
They are considered as programmed decisions.
10

Creative decisions: It is needed to handle more complex problems by new or novel
approaches. These and the following negotiated decisions are considered non-
programmed.
Negotiated decisions: They are situations conflicted in goals or approached to
problem solving need to be resolved by participants who are involving.
2.2.4 Summary
There are many theories that have been debating on the type of decision. But this
research chose theory of Rowe and Boulgarides (1992) as a main theory because other
researches are quite complicated and not practical. Beside there is not any instrument
to measure the type of decision of these theory, while the theory of Rowe and
Boulgarides is clear, practical, and it is more suitable with other following chosen
theories.
2.3 Process of Decision Making
2.3.1 Theory of Baker et al (2001)
According to Baker et al (2001), before making a decision, it should be identified the
decision makers and stakeholders in decision. Simultaneously, it also should be
reduced the possible disagreement about problem definition, requirements, goals and
criteria. The decision making process can be divided into the following steps
Step1: Define the problem: The most essential thing before making a decision,
decision making must start with the identify root source of causes, limiting
assumption, system and organizational boundaries and interfaces, and any stakeholder
issues. The aim of this step is to express clearly the issue. The problem statement
must be concise and unambiguous written material agreed. It is important before
going to the next step.
11

Step 2: Determine requirements: Requirements are conditions that all problems to
suitable solutions must meet. Requirements show what the solution to the problem
must do
Step 3: Establish goals: Goals are broad statements of target and desired
programmatic values. Goals go over the minimum essential must have requirements
to wants and desires.
Step 4: Identify alternatives: The alternatives offer many different approaches to
change the initial condition into the desired condition.
Step 5: Define criteria: Decision criteria, which will differentiate among alternatives,
hence it must be based on the goals. It is necessary to define distinguishing criteria as
objective measures of the goals to check how well each alternative got the goals. The
goals will be stand for the form of criteria, so goals must yield at least one criterion
but complex goals may be represented only by some criteria.
According to Baker et al. (2001), criteria would be able to discriminate among the
alternatives and to support the comparison of the performance of the alternatives. It is
also completed to all goals, few in number, non-redundant, operational and
meaningful.
In some methods, Keeney and Raiffa (1976) show that non-redundancy is required in
the form of independency.
Step 6: Select a decision making tool
There are many implements for solving a decision problem. The choice of suitable
tools is not easy; it also depends on the concrete decision problem and on the
objectives of the decision makers as well.
Step 7. Evaluate alternatives against criteria: The assessment can be objective or
subjective; it depends on the criteria. The objective (factual) go with the respect to
some normally shared and understood scale of measurement and the subjective show
12

the subjective judgment of the evaluator. The implement can be applied to select the
alternative to choose a small group of the most promising alternatives.
Step 8. Validate solutions against problem statement: When the applied decision
making tools select the alternatives, it have always to be validated against the
requirements and aims of the decision problem. The decision makers and stakeholders
the attention can be called in complicated problem. In addition, its further goals or
requirements also should be added to the model.
2.3.2 The Model of Dearlove (1998) - Synoptic Model
According to Dearlove (1998: 18) much of the study of understanding management
decision-making is based on the foundations set down by economists in the early
industrial period, who believed that under a given set of circumstances human
behavior was logical and therefore predictable. Using this premise they used models
to explain the workings of commerce, which they believed could be extended to the
way in which decisions were made.
The synoptic model for decision-making is similar to the rational model and described
by Dearlove (1998: 19) as follows:
(1) Identification of the problem.
(2) Clarification of the problem and prioritization of goals.
(3) The generation of options.
(4) Evaluation of options (by using the appropriate analysis).
(5) Comparison of the predicted outcomes of each option with goals.
(6) Choosing the option which best matches the goals.
Dearlove (1998: 19) points out the following concerning the synoptic model: The
problem with the synoptic model is that, although it provides a logical explanation of
13

how decisions might be made, our own experience tells us that this is not actually
what happens (Nor, some would argue, is it even desirable).

2.3.3 The Greenberg and Baron (1993) - Traditional Analytical Model.
In comparison to the six step rational model, the traditional analytical model is
described by Greenberg and Baron (1993: 536) as follows, it have been found useful
to conceptualize the process of decision-making as a series of steps that groups or
individuals take to solve problems. This conceptualization is described in eight steps
as follows:
(1) Identify the problem.
(2) Define objectives.
(3) Make a pre-decision.
(4) Generate alternatives.
(5) Evaluate alternatives.
(6) Make a choice.
(7) Implement the choice.
(8) Follow up.
It must be noted that not all decisions conform to the eight step pattern described
some steps may be skipped or left out. The model is also conceptualized in a circular
manner meaning that if the problem is not deciphered the process return to the first
step of the model (Greenberg and Baron 1993: 536).


14

Stimulus Decision
Maker
Problem
Definition
Choosing
Alternatives
Implementation
2.3.4 Model of Rowe and Boulgarides (1992)
In 1992, Rowe and Boulgarides gave a theory that emphasizes the decision-maker
who is strongly involved in all stage of decision-making process. In Figure 2, it shows
the decision process which Rowe and Boulgarides mentioned
(1) Stimulus
(2) Decision maker
(3) Problem definition
(4) Choosing Alternatives
(5) Implementation







Figure 2.1 Decision-Making Processes (Source: Rowe and Boulgarides,1992)
2.3.5 Summary
There are many theories that have been debating on the process of decision making.
But the researcher chose theory of Rowe and Boulgarides (1992) as a main theory
because other research is quite complicated and not practical, while theory of Rowe
and Boulgarides (1992) is simple, clear, practical and it is more suitable with other
following chosen theories.

Organizational and
personal pressures
Frame of
reference
Change the
problem or
approach
Gaining acceptance
of the decision
Opportunities
feedback thre
Value Analysis of motivational
biases, risk, cost,
assuption
Apply creative
problem solving
Evaluation and control of
performance
15

2.4 Decision Maker Rowe (1992)
Rowe (1990) argued that all individual work in an organizational environment will
reflect the demands of that organization from external sources. In addition, interaction
of human being with other people of the organization such as their peers, superiors
and subordinates will influence their behavior. Individuals will perform their task by
utilizing their skills and their job position. The characteristic of human being such as
values, beliefs, needs, and expertise) also influence the reaction of them to demands
of organization, task, and environment.
In 1992, Rowe and Boulgarides show an expanded four-force model to describe the
response of a manager in organization context. The four-force have named that
environment forces, organization forces, task demands and personal needs. The four-
force model is described in detail in Figure 2.2







Figure 2.2 Expanded Four-force Model of Decision-Makers (Source Rowe and
Boulgarides, l992)
2.5 Decision Making Styles
This part will mention to other researches that release a different definition of
decision styles. The decision style model proposed by Rowe and Boulgarides (1992)
is explained in the context of the rational decision-making model.
Environmental forces: Government,
Society, Competition, Resources,
Technology, Customers
Prepotent needs:
Frustration, Anxiety,
Achievement, and
Control
Personal needs: Security,
Structure, Support, Recognition,
Opportunity, Reward
Organizational
forces: Policies,
Staffing, Culture,
Productivity,
Conformity
Task demand: Skill,
Knowledge, Energy, Ability,
Willingness, Performance
Decision
Maker
16

2.5.1 Theories of Decision Making Styles.
Doktor and Hamilton (1973) gave a theory that decision-making style is considered as
a cognitive style. They said, it is a part of the persons cognitive style, which is the
characteristic, self-consistent way of functioning that an individual exhibits across
perceptual and intellectual activities.
Henderson and Nutt (1980) said that it is an personal cognitive that we call decision
style, and it seem to influence the option among alternative a mode of action (Mason
& Mitroff, 1973). Coscarelli, Burk and Cotter (1995) proposed a definition that,
decision-making is a characteristic, self-consistent way of functioning that an
individual exhibits across perceptual and intellectual activities when making a choice.
2.5.1.1 Myers-Briggs Type I ndicator
Myer and Briggs (1985) proposed an instrument named Myers-Briggs Type Indicator
which is an extremely popular personality inventory. This instrument has received
widespread use over last 30 years. It was used to measure psychological preferences,
and describe the way people perceive the world and make decisions by questionnaire.
Myer and Briggs describe personality of each individual in term of a four-letter code.
Using of the MBTI would seem an appropriate choice to describe ones personality
make-up. Myer also indicated that Four dichotomous dimensions classify individuals
either as extraverted (E) or introverted (I), sensing (S) or intuitive (N), thinking (T) or
feeling (F), and judging (J) or perceiving (P). Combination the four preferences will
decide the type of personality. There are 16 possible four letter codes (such as ESTJ,
ESFP, ISTJ, INTJ). Each type can help to clarify e set of behavioral tendencies,
orientation, reflecting differences in attitudes, and decision-making styles.
The MBTI is one of the most popular instruments, which is used for personality
assessment. However, as Bjork and Druckman (1991) pointed out, the instrument's
popularity is not consistent with research evidence. Furthermore, the MBTI manual
does not give norms based on continuous scores. Much of the supporting evidence
provided in the manual is of questionable validity (Coan, 1978). Consequently, these
17

reason is why the researcher did not choose this theory, as a based theory, to conduct
a research.
2.5.1.2 Rowe and Boulgarides Theory
Rowe and Boulgarides (1992) suggest two dimensions to sort four types of decision
styles describing the managers decisions making ways. In addition, there are many
factors affecting on these styles. Firstly, that is the person's cognitive complexity, or
tolerance for ambiguity which versus preference for structure. Secondly, that is the
person's values orientation or orientation to task which versus orientation to people.
In addition, Rowe and Boulgarides (1992) asserted that individual decision making
styles form the backbone of effective decision making (p.22). However, due to the
complexity of individuals, one may not expect organizational leaders to neatly fit
into only one category of decision making style (p.31).
Each framework has common, as well as special interpretations. The decision style
inventory (DSI) developed by Rowe and Boulgarides (1992) has been adopted for this
study and was explicated in the following passages because of its rational reliability
(Oavid, Leyland and Amy: 1994 and seeker: 2003)
Furthermore, according to Rowe and Mason (1987), the researchers conducted a
research study on 10,000 individuals in different jobs such as directors, managers,
teacher dean, chiefs of police, army generals. The inventory was determined to have
over a 90% face validity and 70% test- retest reliability (Rowe & Mason, 1987). In
addition, ninety percent of participants agreed with the findings. It shows that DMS is
a valid test instrument. Thus, that is reason why researcher chooses theory of Rowe
and Mason as a based theory of the study.
2.6 Rowe and Masons Decision Making Style Inventory (DMSI)
Decision making style Inventory (DMSI) was developed in 1987 by Alan Rowe and
Richard O.Mason. According to DMSI model, there are four decision styles. They are
directive, analytical, conceptual and behavioral. Rowe and Boulgarides (1992)
clarified that decision making styles were built on two key elements, value and
18

perception. The way that manager makes decision was described in DMS. It relate to
many factors like the context in which a decision is made, the way managers perceive
and understand cues and what managers value and judge as essential. Alan Rowe and
Boulgarides said that the instrument, decision making style inventory (DMSI), can be
used to probe the structure of the mind.
2.6.1 Decision Making Styles Model
Rowe and Masons DMSI reflects a persons cognitive complexity and values. Figure
2.3 below indicates the model which has two factors, cognitive complexity and values
orientation. The lower half of Figure 2.3 show the directive and behavioral styles
preferred structure and the upper half indicates preferred complexity. The cognitive
complexity dimension separates the upper and the lower half as well as distinguishes
managers from leaders (Zaleznick, 1970 cited in Rowe and Boulgarides, 1992). The
values dimension divides the left and right halves and covers task and people
dimensions. The left half of the figure show that people have analytic and directive
styles and they are task oriented. The right half show that people have conceptual and
behavioral styles and they are people oriented.


Analytic
Conceptual
Directive Behavioral

Figure 2.3 Decision Style Model (Source Rowe and Boulgarides, 1992)

Left hemisphere Right hemisphere
Leader
Manager
People Task
Values
Complexity
Structure
Cognitive Complexity
19

A complete decision-style model by Rowe and Mason (1987) is shown in Figure 2.4
below.












N-ACH: need for achievement
N-POW: need for power
N-AFF: need for affiliation
Figure 2.4 Complete Decision Style Model by Rowe and Mason
(1987, as cited in Rowe and Boulgarides, 1992)
Left hemisphere
(logical)
Right hemisphere
(Relation)
Tolerance
for
ambiguity

Analytical

Enjoys problem solving
Wants best answers
Wants best control
Uses considerable data
Enjoys variety
Is innovative
Uses careful analysis

N-ACH, need challenges

Conceptual

Is achievement-oriented
Has a broad outlook
Is creative
Is humanistic/artistic
Initiates new ideas
Is future-oriented

N-ACH, is independent and
wants recognition
Directive

Expects results
Is aggressive
Acts rapidly
Uses rules
Uses intuition
Is verbal

N-POW, needs power
Behavioral

Is supportive
Uses persuasion
Is empathetic
Communicates easily
Prefers meetings
Uses meetings
Uses limited data

N-AFF, needs affiliation
C
o
g
n
i
t
i
v
e

C
o
m
p
l
e
x
i
t
y

Thinking
(Ideas)
Need for
Structure
Doing
(Action)
Task/
Technical
People/
Social
Value Orientation
20


2.6.2 Four Style of Decision Making
1. Directive Style - Main characteristic of directive decision style is autocratic and
internal orientation. People who have directive style as dominant style have low
tolerance for ambiguity and low cognitive complexity. They focus much on technical
decision which need for efficiency, limited alternatives and speed, while they want to
dominate others and use specific information to be given verbally. Furthermore, they
are also ones who are focused, structured, aggressive and rigid but concomitantly,
they have the energy to achieve result. In addition, they need status and security.
2. Analytical Style Main characteristic of analytical decision style is autocratic bent.
People who have analytical style as dominant style have a high tolerance for
ambiguity and high cognitive complexity. Since they focus much on technical
decision, therefore they need a lot of information and consideration. They enjoy
problem solving and coping with new situations. They always exert to achieve the
maximum. They often operate their own company because they want have more
control. They communicate better through writing. They prefer the challenges and
examining the detail.
3. Conceptual Style The main characteristic this style is high cognitive complexity
and people orientation. The people with conceptual style often think more than do.
Therefore, they are trusted, and have opened relationships. They share the goals with
their staffs. They often emphasize the idea, ethics and value in their decision.
Creativity is one of the most highlight characteristic of this style. In addition, they
focus much on long range in high organizational commitment, while they are also
achievement-oriented, recognition, independence and value praise. They are like to
lose control to power and exhibit participation.
4. Behavioral Style The main characteristic this style is supportive and friendly
orientation. They have low cognitive complexity; however they have deep social
concern and development of people. They often provide an advice and receptive
21

suggestions. They also have good communicate ability. In addition, they are
empathetic, persuasive, compromising. They focus much on short term range and
prefer using meeting for communicate. They seem to avoid the conflict, seek
acceptance but sometimes are insecure
2.6.3 Decision Making Style I ntensity
The amount that each of the decision making style intensity is used can be determined
from the score specified on the decision making style inventory (DMSI). There are
four levels of intensity. They are:
1. Least preferred: This level of intensity shows that the individual scarcely uses the
style but when required could do so
2. Back-up: This level of intensity evince that this style are occasionally used the
style by individual, and it reflects the typical score on the decision style inventory.
3. Dominant: This level of intensity indicates that the individual will almost use this
style in preference to other styles. Nevertheless, in general, individuals can have more
than one dominant style; hence they can switch from one to another.
4. Very dominant: This level of intensity show that the highest level that represents
the obligatory use of the style preferred by individuals. This level becomes the focus
of individuals. In addition, it will override other styles which have a lower intensity
level. Nevertheless, there are some individuals having more than one very dominant
style.
This table 2.1 is used to determine the level of intensity for style of each individual
based on the scores obtained on the DMSI instrument. The level of intensity is useful
for clarifying the scores on the decision style inventory.


22



Table 2.1 Decision Making Style Intensity (DMSI) Levels (Rowe and
Boulgarides, 1992)
Intensity
Style Least preferred Back-up Dominant Very Dominnant
Directive Below 68 68 to 82 83 to 90 Over 90
Analytic Below 83 83 to 97 98 to 104 Over 104
Conceptual Below 73 73 to 87 88 to 94 Over 94
Behavioral Below 48 48 to 62 63 to 70 Over 70

DMSI instrument consists of 20 questions, which consist of 4 responses that concern
typical situations facing managers. Participants use the scale of 8, 4, 2, and 1 to show
their preference. A ranking of 8 indicates the response is most like you, 4 indicates
moderately like you, 2 indicates slightly like you and 1 indicates least like you.
Nevertheless, for the purpose of this research, those rankings of 8, 4, 2 and 1 were
changed to 1, 2, 3 and 4 so as to evade confusion among the participation. Upon
analyzing the data, these values were then recoded to the original values.
2.6.4 Decision Making Style I nventory Scoring
According Rowe and Mason (1987), below are the steps to measure the score of
Decision Making Style Inventory (DMSI):
a. Total scores in each of the four columns I, II, III, and IV.
b. Total score in the four column I, II, III, IV. The sum of them is 300. If the total
score is less or more than 300, check the scores so that respondents do not repeat
number for any question.
c. The sum of score for each of the four columns is related to the four decision-
making styles as follows:
23

1) Directive I
(2) Analytic II
(3) Conceptual III
(4) Behavioral IV



Figure 2.5: Individual Scoring Matrix (Rowe and Boulgarides, 1992)
2.6.5 Decision Style Patterns
According to Rowe and Boulgraride (1987), the left half and the right half of the
decision style model is related to the difference in left and right hemisphere of brain
of respondents. The people who achieve 165 or higher score in directive and
analytical decision style have left-brain dominance, while the people have combined
score between conceptual and behavioral style equal 135 or higher will have right-
brain dominance.
The people who own right-brain dominance is more creative and perceives thing as a
whole. They are also more fantasy, artistic, imagery, appreciate space, and music
since they can use right-brain to have comprehensive sense of timing. In addition
right- brain dominance people can encompass thoughts at the same time which use
parallel processing of information.
The left-hemispherecontrols logic, analytic thought, as well as processes information
in a consecutive manner. Left-brain also controls speech, abstract logic needed for
calculation, verbal thinking, and pointing, smile as well. (Rowe and Mason, 1992)
Analytic
II
Conceptual
III
Directive
I
Behavioral
IV
24

Decision Style Inventory also measure orientation of people. People have idea-
orientation are more concerned with thinking, judgment, creative, art, writing,
innovation, analysis. Besides, people have action-orientation are related with
achieving results. They collaborate well with their peers, and look for jobs that require
direct involvement, interacting with the public and achieving result as well. The table
2.2 shows the style pattern in detail
Table 2.2 Basic Style Patterns (Source Rowe and Mason, 1987)
Patterns Styles Score
Left Brain Directive and Analytical 165 or higher
Right Brain Conceptual and Behavioral 135 or higher
Idea orientation Analytical and Conceptual 170 or higher
Action orientation Directive an Behavioral 130 or higher

2.6.6 Behavioral Reactions
Alan Rowe and Boulgaries (1992) indicate that decision styles may be able to help to
predict the decision outcome. The researcher shows the reaction of each style when it
has stress, motivation, problem solving, and thinking. Table 2.2 show them in detail
Table 2.3 Behavioral Reaction to Rowe and Masons Decision Styles (Rowe and
Boulgarides, 1992)
Decision Style Reaction to Stress Motivated by Solves Problem by Thinking mode
Analytical Follow Rule Challenge Analysis and Insight Logical
Behavioral Evading Acceptance Feeling and Instinct Emotional
25

Conceptual Erratic Recognition Intuition an Judgment Creative
Directive Explodes Power and status Rule and Policies Focused

2.6.7 Manager Subordinate styles
According to Rowe and Boulgarides (1992), they cited that the relation between
managers and their subordinates can rise the conflict when the expectation of them are
significant different. Futhermore, Rowe also said that directive and behavioral style is
the most likey to encounter conflict. Table 1.3 shows the potential conflict areas in the
managerial levels.
Table 2.4 Manager-Subordinate style conflicts (Adapted from Rowe and
Boulgaride 1992:33)

Subordinate Style
Directive
Back-up
Junior
Middle
Senior
Analytic
Back-up:
Middle
Senior
Conceptual
Back-up
Junior
Middle
Senior
Behavioral
Dominant
all level
M
a
n
a
g
e
r

S
t
y
l
e

Directive
Back-up
.Junior
.Middle
.Senior
No Conflict Minimal conflict Potential Conflict Potential Conflict
Analytic
Back-up:
.Middle
.Senior
Minimal Conflict No Conflict Minimal Conflict Potential Conflict
Conceptual
Back-up
.Junior
.Middle
.Senior
Potential Conflict Minimal Conflict Minimal Conflict No Conflict
Behavioral
.Dominant
all level
Potential Conflict Potential Conflict No Conflict Minimal Conflict

2.7 Other Study Used Decision Making Styles Inventory
26

2.7.1 Research of Zhou Bei (2006)
Research of Zhou Bei (2006) was conducted in two companies, namely South African
Breweries Limited and Tsingtao Co., Ltd who conduct business in South Africa and
China, respectively. The research population consisted of 180 business managers in
both companies. The result of this research explored that the dominant style of the
operations managers in both companies was behavioral, which difference from the
human resource and finance managers who were back-up intensity in all four decision
styles. The mean scores of both companies is, Directive: 73.54, Analytical: 88,
Conceptual: 76.93, Behavioral: 61.5
2.7.2 Research of Abdulrahman AlQarni (2003)
The research of AlQarni (2003) explored managerial decision styles of the managers
of Floridas state university libraries, and the relation between the variety of managers
decision styles and the following seven variables: gender, age, ethnicity, educational
level, educational major, administrative experience, and current position. This study
of Abdulrahman AlQarni (2003) indicated that the majority of Florida university
library managers (n=40 or 47% out of 85 respondents) scored within the very
dominant and dominant behavioral DMSI levels and this was followed by the
conceptual decision style (n=28 or 32.9% out of 85 respondents)
2.7.3 Research of I smail Hussein Amzat
This study was conducted to investigate on 1,117 university teaching staffs on
decision making styles and their relationship with job satisfaction in five
Malaysian public universities. The studies indicated that three out of the five
public universities in Malaysia had adopted the behavioral decision style, two other
universities had adopted the analytical and conceptual decision styles.
2.7.4 Research of J amian, Sidhu, and Aperapar (2008)
The research of Jamian, Sidhu and Aperapar (2008) explored the decision making
styles of deans in Malaysian Public University. The findings indicated that a
27

generality of the deans adopted at least one very dominant or dominant DMS,
chiefly behavioral DMS, followed with one or two back-up decision styles.

3.8 Summary
The purpose of this chapter was to provide the finding and knowledge on the subject
of decision-making, type of decision, decision making process, specific decision-
making styles in order to understand the rationale for certain approaches or styles to
decision-making.
In this study, the researcher chooses the theory and instrument of Professor Alan
J.Rowe, Mason, and Boulgarides as a based theory and instrument for this research
because of its rational reliability and valid instrument.
Chapter 3 will address the research strategy in more detail. This will comprise, the
type of research, the design, all the aspects regarding the research population and
sampling and as well as the instrument used to collect data.
28

CHAPTER III
METHODOLOGY
This chapter explains the purpose of the research and the research strategy, as well
as the methodology that was used to conduct the research. It also outlines the
investigation and population used in the sampling process.

3.1 Type of the research:
The type of this study is descriptive and exploratory research. In this study, researcher
wants to describe the decision styles of mangers in HCMC, and explore the difference
among categories of demographic groups. Researcher also wants to explore the
relation between the managerial decision styles of managers in HCMC and the
success of their decision. Therefore, researcher chose to use descriptive and
exploratory research.
3.2 Research purpose:
The purpose of this research is to study the managerial decision styles of the managers
in Ho Chi Minh City and explore the difference among the categories of demographic
variables groups in decision style of managers. It was designed to:
1. Explore the managers managerial styles in Ho Chi Minh City
2. Explore the difference among categories of gender groups; age groups; number of
subordinates groups; educational level groups; organization industry groups; job
position groups in managerial decision styles.
3. Explore the success of each decision styles on the result of their decision and the
obedience of staffs
To clarify these purposes the following questions were posed:
29

What are the managerial decision styles of the managers (directors, associate
directors, assistant directors, vice director, the heads of departments and
supervisory management) in Ho Chi Minh City
Are there any difference among gender groups; age groups; level of education
groups; job position groups; number of subordinates; organization industry in
the managerial decision styles?
Is there a relationship between the managerial decision styles of managers and
the success of their decision
3.3 Research Design:
3.3.1 Research Method
The design for the study method is the survey research method. Survey is considered
as one of the most common type of quantitative, social research. In survey research,
the researcher selects a sample of respondent s from a population and administers a
standardized questionnaire to them. Survey research has considerable believability. It
was accepted and used in academic institution. The main purpose of survey research
is to enable researcher to generalize about a large population by surveying a small
portion of the population (The Health Communication Unit, at the Centre for Health
Promotion, University of Toronto, 1999)
3.3.2 Time dimension
The time dimension of the research is cross-sectional. According to Cooper and
Schindler (2001: 136) Cross-sectional studies are carried out once and represent a
snapshot of one point in time. After collecting all data, the processing will be carried
out.
3.3.3 Research Population
According to Department of Planning and Investment of Ho Chi Minh City, there are
about 184,000 companies were established in 2012 in Ho Chi Minh City. Out of
184,000 companies, 96 %( 176,000) of them were small and normal sized companies.
30

Researcher estimates that there are 90% of total 176,000 companies were small size
companies. It is about 158,400 small-sized companies. Each small company has
about 1 to 2 managers have right to make decision. Researcher chooses the mean is
1.3. Each normal-sized company has about 5 to 10 managers have right to make
decision. Researcher chooses mean is 7.3. Furthermore, each large-sized company has
50 to 200 managers have rights to make decision. The researcher chooses the mean is
110. So researcher estimates that there are about 342,000 managers in Ho Chi Minh
City. Therefore, the total population of this research is estimated about 342,000
business manager in Ho Chi Minh City.
3.3.4 Data Collection I nstruments
3.3.4.1 Advantages and Disadvantages of Survey Questionnaire
This study conducts a survey questionnaire. There are many advantages of survey
research. According to the Health Communication Unit, at the Centre for Health
Promotion, University of Toronto (1999), firstly, using survey can help to complete
structured questions with many stakeholders within a relatively short time frame. It
also can be completed by telephone, mail, fax, or in-person. It is also quantifiable and
generalizable to an entire population if the population is sampled appropriately.
Furthermore, standardized and structured questionnaire minimizes interviewer bias.
The questionnaire can enable the researcher get a tremendous volume of information
in short period of time. Lastly, research can take less time to analyze than qualitative
data.
These advantages can help this study in some following reasons. Firstly, since the
purpose of this study is to explore and generalize the entire population of manager in
Ho Chi Minh City, quantitative research method must be conducted, hence the survey
research can solve this problem. Furthermore, the participants of this research are
managers, so by conducting survey researcher can deliver questionnaires to a
numerous number of respondents and get back easily. Lastly, questionnaire can help
researcher to receive desired data.
31

According to the Health Communication Unit, at the Centre for Health Promotion,
University of Toronto (1999), there are some disadvantages that researcher can
receive when they conduct survey. Firstly, it is more difficult to collect a
comprehensive understanding of respondents perspective (in-depth information)
compared to in-depth interviews or focus groups. In addition, it requires some
statistical knowledge, sampling and other specialized skills to process and interpret
results. Lastly, conducting survey can be very expensive.
3.3.5 Structure of Questionnaire
3.3.5.1 Content of Questionnaire
The Questionnaire contains two parts:
Part 1: Decision making style Inventory developed by A. J. Rowe and R. O Mason,
aims at clarifying preferences when facing a situation which decision maker have to
release a decision
Part 2: Nine questions in part 2 were designed to get descriptive data. It comprises 6
demographic questions which are to receive information and to determine respondents
profile and background as well. In addition, there are 3 rating scale questions which
are to inspect the successes of each decision style. First question is to inspect the
successes on the result of managers decision evaluated by him (success A). Second
question is to inspect the successes on the result of managers decision evaluated by
his higher level manager in point of his view (success B). Third question is to inspect
the success of the decision on the obedience of subordinates. Rating scale is from 1 to
5, while 1 is the most success and 5 is not success.
3.3.5.2 Questionnaire Translation
Questionnaire was translated into Vietnamese language so as to match with local
populations language. The translation applied double build method to ensure the
equivalence of meaning (Refer to Mouton 1996). Firstly, the questionnaire was
32

translated into Vietnamese, and then the Vietnamese version was translated back into
English. Some errors was recognized and fixed then.
3.4 Data collection procedure
This study, researcher used two ways to deliver questionnaires to respondents. Firstly,
it was Drop-off and Pick-up Method. Questionnaire was delivered to participants
through 3
rd
parties who have intimacy relation with respondents. Secondly, the
remaining method is Taylor Design Method. Questionnaires were delivered to
participants in their management training classes.
3.4.1 Drop-off and Pick-up Method
According to Allred, Davis (2010) Drop-off and Pick-up Method (DOPU) this is
the method that questionnaires are hand delivered to respondent at their home or
business, researchers have chance to meet respondents face to face. The result in
response rate of this technique is quite high, about 93% in natural resource-related
studies (Olsenetal. 1998)
When implementing the DOPU method, face-to-face contact and verbal
communication with respondents permitted researchers to better determine eligibility
than did leaving the questionnaire on the doorknob. Relying solely on respondents to
indicate ineligibility on the survey instrument was not as effective as verbal
conrmation of eligibility in the DOPU. (Shorna Broussard Allred, Amy Ross-Davis,
2010)
In this study, the researcher delivered questionnaires to respondents who are
management staff through the 3rd parties who are friends of researcher. These friends
are the people who have been working in departments which are under control of
participants of this research. The 3rd parties trained to master the questionnaire would
give questionnaires to respondents in their relax time. The 3rd parties have intimacy
relation with respondents; they can talk and instruct the participant clearly and
33

precisely. Consequently the respond rate is also higher than using other method such
as web survey.
The finding show that the number of usable questionnaires is 58, the response rate is
84 %.
3.4.2 Class Survey - Taylor Design Method
The Tailored Design Method developed by Dillman is widely considered as the state
of the art method to maximize survey response rates. According to Dillman, Tailored
Design Method include: making the survey respondent-friendly, including a stamped
return envelope, using five varied contacts with survey recipients, providing a
financial incentive in the same mailing as the survey itself, and personalizing
correspondence.
In this study, researcher delivers questionnaires to participants who had been studying
in some manager training classes. These classes were the good places for conducting
survey because there were numerous of managers who were in many levels of
position. Furthermore, they were also in many areas of business which enable the
sample more appropriately. The questionnaires were delivered to participants before
break-time of each class. This method could help researcher got a large number of
participants in relatively short time. The bigger number of participant of sample is the
more precision that the research can generalize total population. Especially, the
sample of this study is managers. It is quite complicated, and takes much time to
approach many managers one by one to give questionnaires and get back. Therefore,
delivering questionnaire to managers in their training classes is a suitable strategy.
The finding show that the number of usable questionnaires is 52, the response rate is
55 %.
3.5 Measurement Instrument
The measurement instrument to be used is the Decision Style Inventory as developed
by Rowe, in 1981 and revised in 1985. Rowe is Professor of organization and
34

management at the University of Southern California in the United States of America.
Researcher asked for the permission to use the instrument for the research by
electrical mail, but Professor Alan J.Rowe passed away on June 2, 2011.
Consequently the researcher could not get the permission to use this instrument, but
all other researchers used DSI instrument could totally have the permission of
Professor Alan J.Rowe, and without fee.
According to Rowe and Mason (1987), they proposed a term decision making style
(DMS) as the way a person uses information to formulate a decision (p.5). This
theory divides decision style of people into four styles. They are directive style,
analytical style, conceptual style, and behavioral style. Each people usually have one
dominant style and one followed style. In 1992 Rowe and Boulgarides develop a
model Decision Making Style Inventory (DMSI) which was used to measure the
intensity of four styles which affect to each people. This instrument consists of twenty
questions which have four numbers to responses. In addition, there is no right or
wrong choices. The result will show decision styles of respondents. Decision styles
will reflect the way decision maker reacts to a given situation (Rowe and Boulgarides
1992: 28).
3.6 Limitation.
Since the limited ability and time, researcher just conducted the study on the success
of business managers in the point of view of them. It was not an objective method.
The author proposes a method which is more objective. Other studies should conduct
a survey on the success of managers through their subordinates plus their higher level
manager. This method is quite complicated and costly, but it can help us to get precise
data.


35

CHAPTER IV
ANALYSIS AND INTERPRETATION
OF THE DATA

4.1 Introduction
This chapter will present the data collected from 110 respondents from 41 companies.
Data was collected from November 1, 2012 to December 26, 2012. The data was
analyzed to identify their decision styles. It is also to explore the difference among
managers age group, gender group, job position group, organization activities group,
education level group, and number of staffs under control group in their four decision
styles. Furthermore, it also identifies the relationship between four decision styles and
the success of managers decision.
4.2 About the Respondents
4.2.1 Response rate.
The usable returned questionnaires of this research are 110 business managers. The
total numbers of participants of this survey are 167. Out of 167 participants, there
were 95 of participants who were in some manager training classes, while 72
participants were asked through drop-off method. Out of 95 participants in training
class, there were 77 returned questionnaires, twenty five of them were unusable and
52 were usable. Furthermore, out of 72 participants surveyed through drop-off method,
there were 66 returned questionnaires. Eight of them were unusable and 58 were
usable. Therefore 110 surveys were returned and usable. Almost unusable
questionnaires were false because participants did not fill the questionnaire
completely. The total score of decision style did not equal 300. Table 4.1 indicates
the response rate in detail.
36


Table 4.1 Response rate
Data
Collection
Procedure
Number of
Participants
Returned
Survey
Unusable Usable Percentage
Class Survey 95 77 25 52 55%
Drop-off 72 66 8 58 84%
Total 167 143 33 110 66%

4.2.2 Profile of respondents.
This part of the questionnaire is to formulate the profile of 110 business managers
from 41 companies in Ho Chi Minh City. The profile shows six independent variables
which may have the relation with each decision styles.
4.2.2.1 Age
Of the 110 respondent, the highest concentration of 44.5% (n=49) respondent was in
category below 30 years old. There were 37.3% (n=41) of respondents who were
between 30 and 39 years old. The representation in the remaining over 39 years old
category was 18.2% (n=20). In this sample, number of young managers dominates
number of old managers. Figure 4.1 shows the age group category distribution.

Figure 4.1 Age
45%
37%
18%
< 30 30 - 39 > 39
37

4.2.2.2 Gender.
The data collected shows that male represent 53.6% (n=59) of respondent, while
female represent 46.4% (n=51). In this sample, number of male respondents equals
the number of female respondents. The gender distribution was illustrated in figure
4.2

Figure 4.2 Gender
4.2.2.3 Organization industry
The finding shows that out of 110 respondents, there were 80 of respondents who
work in service industry, it gain 72.7% of total respondents. Moreover, there were just
5.5% (n=6) of participants work in manufacturing industry, while 24 of participants
work in both service and manufacturing industry, it just accounts for 21.8 % of total
respondents. Almost participant has been working in service industry, while rare
participant work in manufacturing industry. More detail about the result is indicated
in figure 4.3

Figure 4.3 Organization Industry
54%
46%
Men Women
73%
5%
22%
Service Manufacturing Both
38

4.2.2.4 Current position
The finding shows that out of 110 returned questionnaires, there were 25.5% (n=28)
of participants who are top managers, while 42.7% (n=47) participants are in middle
manager positions in their organizations. In addition, there were 31.8% (n=35) of
respondents are supervisors. Hence, middle managers who are head or vice head of
department account much percentage more than top managers or supervisors. More
detail about the result is explore in figure 4.4


Figure 4.4 Job Position
4.2.2.5 Number of subordinatyes
Of 110 responders, 20% (n=22) of participants have more than 50 subordinates. In
addition, 22.7% (n=25) of respondents have 15 to 50 subordinates, while 57.3%
(n=63) of participants have less than 15 subordinates. So, a large number of
participants have less than 15 subordinates. Figure 4.5 reflects the number of
subordinates.

Figure 4.5 Number of subordinates
25%
43%
32%
Top Manager Middle Manager Supervisor
57%
23%
20%
<15 15-50 >50
39

4.2.2.6 Highest education level
The result of the survey shows that out of 110 returned questionnaires, there are 86
(78.2%) respondents got bachelor degrees as the highest education level, while there
are 24 (21.8%) respondents passed postgraduate. Lastly, No one has general education
as the highest education level. All respondents in this study have undergraduate
degree or higher. The figure 4.6 reflects the percentages of the highest level education
that respondents received.

Figure 4.6 Education Level

4.2.2.7 Summary
The following table wills summarize the descriptive statistics of the respondents in
detail.
Table 4.2 summary of demographic descriptive statistics
Frequency Percent
Age
Less than 30 years old
30-39 years old
More than 39 years old
Job Position
Top manager

49
41
20

28

44.5%
37.3%
18.2%

25.5%

78%
22%
0%
Undergraduate Postgraduated High school
40

Middle manager
Supervisor
Gender
Male
Female
Education Level
High school
Graduate
Postgraduate
Number of subordinates
Less than 15
15-50
More than 50
Organization Activities
Service industry
Manufacturing industry
Both
47
35

59
51


0
86
24


63
25
22

80
6
24
42.7%
31.8%

53.6%
46.6%

0
78%
21.8%


57.3%
22.7%
20%

72.7%
5.5%
24%

4.3 Descriptive Statistics of All Respondents Managerial Decision Style and
Decision Style Patterns
4.3.1 Respondents Managerial Decision Style
A descriptive analysis was conducted to describe and explore the decision style of
participants and their decision style pattern.
The finding from questionnaires show that the decision style intensity level of
majority of the participant, about 45.5% (n= 50), is back up for directivedecision
style. The result also shows that the largest number of participants, about 58.2% (n=
64) scored at least preferred level of intensity for analytical decision style. Similarly,
almost all of participant (62.7%, n=69) scored at least preferred for conceptual
41

decision style, while there are 48.2% (n=53) of participant scored at very dominant
intensity level for behavioral decision style. Table 4.3 shows the result in details.
Table 4.3 Managerial Decision Style
Managerial
Decision
Style
Least
Preferred
Back Up Dominant
Very
Dominant
Total
Directive
16
(14.5%)
50
(45.5%)
27
(24.5%)
17
(15.5%)
N 110
Analyticcal
64
(58.2%)
29
(26.4%)
10
(9.1%)
7
(6.4%)
N 110
Conceptual
69
(62.7%)
35
(31.8)
4
(3.6%)
2
(1.8%)
N 110
Behavioral
13
(11.8%)
27
(24.5%)
17
(15.5%)
53
(48.2%)
N 110
Level of Intensity
Directive. Below 68= Least preferred, 68-82= Back up, 83-90=Dominant, over 90= Very dominant.
Analytical. Below 83= Least preferred, 83-97= Back up, 98-104=Dominant, over 104= Very dominant.
Conceptual. Below 73= Least preferred, 73-87= Back up, 88-94=Dominant, over 94= Very dominant.
Behavioral. Below 48= Least preferred, 48-62= Back up, 63-70=Dominant, over 70= Very dominant.

4.3.1.1 Analyzing the result
According to the table 4.3, 24.5% of participant scored in the dominant level of
intensity for directive style, it means 24.5 % of them use directive style frequently in
preference to other styles. In addition, there were 17 participants account for 15.5%
who always use directive style. Rowe & Boulgarides (1992) showed that the one who
use scored directivestyle as dominant and very dominant level of intensity are
autocratic and have a high need for power. They also have low tolerance for
ambiguity and low cognitive complexity. Furthermore, they just focus on technical
decisions which involve a need for speed, efficiency and limited alternatives. When
giving decisions, they aim to achieve the result, security and status. These people are
motivated by power and status. When they get stress, they become explosive and
42

angry with other people. Their thinking mode is focused, so they use rules policies for
problem solving.
Through 110 returned questionnaires, there were 10 and 7 respondents, account for
9.1% and 6.4%, who scored in dominant level and very dominant level intensity for
analytical style. They are the one who almost always use analytical style. Rowe &
Boulgarides (1992) indicated that these people have high tolerance for ambiguity and
more cognitive complex personality. They focus on technical decision; therefore they
always need a lot of information and consideration for alternatives. They enjoy
problem solving, challenge, and try to achieve the maximum success. Nevertheless,
they are not fast in decision making but prefer written reports. When getting stress,
they just follow procedures. Thinking mode of people are dominated by analytical
style is logical, hence they solve problem by using analysis and insight.
Out of 110 returned questionnaires, there were 69 and 35 respondents, account for
62.7% and 31.8%, who scored in least preferred level and back-up level intensity for
conceptual style. They are the ones who rarely or occasionally use conceptual style,
while there are just 3.6% and 1.8% of participants scored in dominant and very
dominant level intensity for conceptual style. They are the one who use this style
frequently. Individuals within this style have high cognitive complexity and people
orientation. They often think rather than does, therefore they have trusted and opened
relationships. They are quite creative. In addition, they love using data from numerous
sources, and considering many alternatives. They are achievement-oriented, value
praise, recognition and independence. They are quite erratic when getting stress.
Furthermore, they are motivated by recognition about (Rowe & Boulgarides, 1992)
According to the table 4.3, 15.5% of participant scored in the dominant level of
intensity for behavioral style, it means that they use behavioral style frequently in
preference to other styles. In addition, there were 53 respondents, account for 48.2%,
who always use behavioral style as main decision style. Rowe & Boulgarides (1992)
cited that this style is characterized by supportive and friendly orientation. People
within behavioral style have low cognitive complexity scale and deep social concern.
43

They often give counseling. They are receptive to suggestions and communicate
easily. Furthermore, they focus on short term range. They use meetings for
communicate and avoid conflict. When getting stress, they become evading.
In conclusion, the dominant style of business managers in Ho Chi Minh City is
behavioral, followed by directive (table 4.4). Almost all of them have low cognitive
complexity. Their style is toward much on action rather ideas. They often focus much
on short term range.
4.3.1.2 Comparing decision style score of this research to other researches
According to the table 4.4, the mean score of managers of this research in directive
style M=80.08; analytical styleM=81.58; conceptual style 68.7; behavioral style
M=69.63. Comparing these result to other research.
In the research of Petrus Wilhelm Steinberg (2003) on manager of South African
Military Health Service, the result shows the mean score of four decision styles are
directivestyle M= 70.68; analytical style M=85.5 ; conceptual style 76.3; behavioral
style M=67.78.
Moreover, according to the research of Zhou Bei (2006) on business manager of two
international company South African Breweries Limited and Tsingtao Brewer Co.,
LTD, the result indicated that the managers of the South African company have mean
score in directivestyle M= 71.4 ; analytical style M=87; conceptual style = 79.4;
behavioral style M=62.1, and the managers of Chinese company(Tsingtao Brewer
Co.) have mean score in directivestyle M= 76.1 ; analytical style M=89; conceptual
style = 74.1; behavioral style M=60.8
While, the research of Rowe and Mason (1987) on 480 participants in many areas
such as lawyers, nurses, workers, engineers, business directors, and so forth, showed
that mean score in directivestyle M= 78 ; analytical style M=90.5 ; conceptual style
74.8; behavioral style M=56.6. The table 4.4 shows the result in detail.

44

Table 4.4 Comparing Decision Style to Other Researches

Comparing the result to other result, it shows that business managers in Ho Chi Minh
City tend to use directive style and behavioral style more than other managers in three
above research. It means that business managers in Ho Chi Minh have lower tolerance
for ambiguity, lower cognitive complexity, higher need of power, and deeper social
concern than other managers in three above researches. Hence they are more
aggressive, communicate better, direct people more often, and use more rule.
Furthermore, managers in Ho Chi Minh City scored in analytical and conceptual
style lower than other manager in three above research. It means that business
managers in Ho Chi Minh City have lower cognitive complex personality, less
creative, and less innovative. Therefore, they often follow the old ways of other
people in problem solving, and have fewer new ideas as well. They focus much more
on short term range rather than long term range. Their goals often aim to affiliation
and power.
4.3.2 The Managerial Decision Style Patterns (Brain Sidedness and Orientations)
for All Participants
4.3.2.1 Brain sidedness
According to decision style patterns, the finding shows that 50% (n=55) of the
participants were left brain side (total score of directiveand analytical equal or

This research
Research of
Zhou Bei,
South Africa
Company
Research of
Zhou Bei,
Chinese
Company
Research of
Petrus W.
Steinberg (2003)
Research of
Rowe and
Mason (1987)
Directive 80.08 (Back-up) 71.4 (Back-up) 76.1 (Back-up) 70.7 (Least) 78 (Back-up)
Analytical 81.6 (Least) 87 (Back-up) 89 (Back-up) 85.5 (Back-up) 90.5 (Back-up)
Conceptual 68.7 (Least) 79.4 (Back-up) 74.1(Back-up) 76.3 (Back-up) 74.8 (Back-up)
Behavioral 69.3 (Dominant) 62 (Back-up) 60.8 (Back-up) 67.78 (Dominant) 56.6 (Back-up)
45

higher than 165), while 50 % (n=55) of the participants were right brain dominant
(total score of conceptual and behavioral equal or higher than 135). The finding
shows that the numbers of participants who own left-brain equal the number of
manager who own right-brain.


Figure 4.7 Brain Sideness
According to Rowe & Boulgarides (1992), the left hemisphere controls logical
thought, is analytic, and process information consecutively. It handles speech,
pointing, and smiling as well as the abstract logic needed for mathematics and verbal
thinking. Therefore, the ones who are left-brain dominant are more logic, good at
mathematic, and task oriented. In the other hands, the ones who are right-brain
dominant are more creative, and perceive things as a whole. They have
comprehensive sense of timing. Furthermore they can encompass many thoughts at
the same time using parallel processing of information. They also have artistic,
imagery, fantasy, and music mind.
4.3.2.2 Orientation
Regarding to the result of this study, 88.2% (n=97) of participants were action-
orientated (total score of directiveand behavioral equal or higher 130), while 11.8%
Left
50% Right
50%
46

(n=13) of total participants were idea-orientated (total score of analytical and
conceptual equal or higher 170)

Figure 4.8 Orientation
According to Row and Mason (1987), the managers who are idea-oriented are often
more concerned with thinking, analysis, judgment, innovation, creativity, and
visualizing. In the other hands, the action-oriented managers are related with
achieving results. They often work smoothly with other colleagues. They often work
in areas that require direct involvement, achieving results, and interacting with the
public. The finding of this research indicated that almost business manager in Ho Chi
Minh City are more action-oriented. They can work and communicate well with their
peers, while they also look for achieving good results of their decision.
4.4 Further Analysis
This part will answer the second and the third research question presented in chapter
1.
4.4.1 Age
Regarding to the table 4.5, it seems that there are the differences between three groups
of age of business managers in HCMC in decision styles. Managers in the age group
category of less than 30 years old seem to be more behavioral, while managers in the
90%
10%
Action Idea
47

age group category of 30 to 39 years old seem to be more analytical. Besides, the old
managers, more than 39 years old, seem to be more directives.
ANOVA was applied to clarify any significant differences among three age groups in
the four decision styles. By considering the mean and standard deviation of each
group through table 4.5
Table 4.5 Difference Among Age Groups In Decision Styles
Age Directive Analytical Conceptual Behavioral
<30 years
old
Mean
78.45 76.55 70.45 74.55
N
49 49 49 49
Std. Deviation 12.01 14.31 12.17 15.74
30-39
years old
Mean
79.24 86.97 67.88 65.90
N
41 41 41 41
Std. Deviation 12.87 14.81 11.68 19.173
>39 years
old
Mean
85.80 82.85 66.10 65.25
N 20 20 20 20
Std. Deviation
10.78 12.47 12.25 15.56
ANOVA

F-scores
2.746 7.609 .966 4.636
Sig

0.069 0.001 0.384 0.012

It found the difference in the achieved scores which was in the analytical and
behavioral decision style scores among three groups of age. Since p-value of them in
turn are 0.001, 0.012, and they are lower than 0.05. Besides, the finding also shows
that there is no statistically significant different in scores achieved among three
groups of age in directive and conceptual decision style, because p-value of them in
turn are 0.069 and 0.384.
In conclusion, the result indicated that the managers who are from 30 to 39 years old
are more analytical. According to Rowe and Boulgarides (1992), they have greater
tolerance for ambiguity and more cognitive complex personality than others, they
focus much more on long term range and enjoy challenge. On the other hand,
managers are under 30 years old are more behavioral. They communicate better,
48

portray more warmth, and more empathetic. They focus more on short term range and
tend to avoid conflict.
4.4.2 Current position
According to the table 4.6, it seems that there are differences among top manager,
middle manager and supervisor manager in decision making styles. Top managers
seem to be more directive, head of department seem to be more analytical, and
supervisory managers seem to be more behavioral.
ANOVA was run to explore any significant difference among three groups of job
position in the four decision styles. By considering the mean and standard deviation of
each group through table 4.6
Table 4.6 The Different Among Three Group Of Job Position In Decision Styles
Current Position Directive Analysis Conceptual Behavioral
Supervisor
Mean 76.14 75.60 71.57 76.68
N 35 35 35 35
Std. Deviation 11.25 10.98 11.56385 16.67
Middle manager
Mean 79.19 85.04 67.51 68.25
N 47 47 47 47
Std. Deviation 12.10 16.97 12.93 18.08
Top manager
Mean 86.50 83.25 67.11 63.14
N 28 28 28 28
Std. Deviation 11.86 13.31 10.68 14.72
ANOVA
F-score
6.252 4.577 1.489 5.307
P-value .003 .012 .230 .006

It found the difference in the scores achieved was in the directive, analytical and
behavioral decision style scores among these three groups of managers. Since p-value
of them in turn are 0.003, 0.012, 0.006, and they are lower than 0.05. Nevertheless,
the finding also shows that there is no statistically significant different in scores
achieved among three groups of position in conceptual decision style. Because p-
value of them is 0.230
49

In conclusion, there are significant differences among three group of job position in
decision style. The ones who are top manager are more directive. They prefer
specific information to be given verbally, they also like to dominate others. They
are often focused, structured, aggressive and rigid (Rowe and Boulgarides, 1992).
Besides, middle managers achieved more analytical style score, while supervisor
achieved more behavioral style score. Therefore, it means that middle managers are
more innovative, and they analyze the problem more careful, while supervisor are
more empathetic, and more supportive.
4.4.3 Gender
Regarding to table 4.7, it seems that there are differences between male managers and
female managers in the managerial decision styles. Male tend to be more directive and
analytical, while female tend to be more behavioral. ANOVA was applied to test the
significant difference. The table 4.7 shows the result in detail.

Table 4.7 Different Among Two Groups Of Gender In Decision Style
Gender Directive Analysis Conceptual Behavioral
Male
Mean 83.03 85.66 69.80 61.51
N 59 59 59 59
Std. Deviation 12.59 12.11 11.45 14.01
Female
Mean 76.67 76.86 67.43 79.04
N 51 51 51 51
Std. Deviation 11.20 16.37 12.63 16.46
Total
Mean 80.08 81.58 68.70 69.64
N 110 110 110 110
Std. Deviation 12.33 14.85 12.02 17.49
ANOVA
F

Between
Groups
7.748 10.439 1.061 36.404

Sig

Between
group
.006 .002 .305 .000

50

It found the difference in the scores achieved was in the directive, analytical and
behavioral decision style scores between male managers groups and female managers
group. Since p-value of them in turn are 0.003, 0.012, and 0.006. All of them are
lower than 0.05. Nevertheless, the finding also shows that there is no statistically
significant difference in scores achieved among three groups of position in
conceptual decision style; because p-value of them is 0.230
In conclusion, business male managers in Ho Chi Minh City are more directive, and
analytical. They are more logic, good at mathematic, and task oriented. They focus
more on technical decisions, and long term range, while business female managers are
more empathetic, supportive. They prefer meeting, use limited data and avoid conflict.
(Rowe and Boulgarides, 1992).
4.4.4 Number of Subordinates
Regarding to the table 4.8, it seem that there is no difference among three groups of
number of subordinates in managerial decision styles.

Table 4.8 The Different Between Three Group Of Number Of Staffs Under Control In Decision Styles

Number of staffs Directive Analysis Conceptual Behavioral
<15 staffs
Mean
79.46 79.46 69.33 71.75
N 63 63 63 63
Std. Deviation 12.67 16.20 11.86 18.70
15 50
staffs
Mean 82.60 82.64 68.32 66.44
N 25 25 25 25
Std. Deviation 14.077 11.37 13.93 12.97
>50 staffs
Mean 79.00 86.45 67.32 67.23
N 22 22 22 22
Std. Deviation 8.84 13.48 10.45 18.22
Total
Mean 80.08 81.58 68.70 69.64
N 110 110 110 110
Std. Deviation 12.33 14.85 12.02 17.49
ANOVA
F-score
0.682 1.924 .242 1.086
51


Sig

.508 .151 .785 .341

It found that although managers who have from 15 to 50 staffs under their control
seem to be more directive, business managers who have more than 50 staffs seem to
be more analytical, while managers who have less than 15 staffs seem to be more
behavioral. However, there is not any statistically significant difference among three
group of number of subordinates in the managerial decision styles because p value of
four section directive, analysis, conceptual, behavioral also larger than 0.05.
4.4.5 Organization Industry.
Regarding to the table 4.9, it seem that there is no the difference among three group of
organization Industry in decision styles of business managers. ANOVA was run to
test the difference by considering mean and standard deviation of each group.
Table 4.9 Different Between Three Group Of Three Group Of Organization Industry In Decision Styles

Organization activities Directive Analysis Conceptual Behavioral
Service
Mean
78.60 79.85 69.87 71.67
N 80 80 80 80
Std. Deviation 12.67 14.95 12.72 17.45
Manufacturing
Mean 86.83 92.17 63.33 57.67
N 6 6 6 6
Std. Deviation 8.89 10.30 9.89 10.40
Both
Mean 83.33 84.71 66.12 65.83
N 24 24 24 24
Std. Deviation 10.99 14.28 9.38 17.70
Total
Mean 80.08 81.58 68.70 69.64
N 110 110 110 110
Std. Deviation 12.33 14.85 12.02 17.49
ANOVA
F-score
2.370 2.682 1.547 2.589

Sig

0.98 0.73 0.218 0.080

It found that although managers who work in manufacturing industry seem to be more
directiveand analytical, business managers who work in service industry seem to be
52

more behavioral. However, the finding also shows that there is no statistically
significant different in scores achieved among three groups of organization industry in
all four decision style, since p-value of them in turn are 0.98, 0.73, 0.218, 0.08. They
are higher than 0.05.
4.4.6 Education level
According the table 4.10, it seems that there is a difference between two groups of the
highest education level of managers in conceptual decision styles. Managers have
postgraduate certificate as their highest education level are seemly conceptual than the
ones who just achieved bachelor degree.
ANOVA was conducted to test this.
Table 4.10 The different between two group of education level

Education level Directive Analysis Conceptual Behavioral
Graduated
Mean 81.09 80.58 67.24 71.08
N 86 86 86 86
Std. Deviation 10.81 14.33 11.063 17.89
Postgraduate
Mean 76.46 85.16 73.92 64.46
N 24 24 24 24
Std. Deviation 16.45 16.40 13.98 15.19
Total
Mean 80.08 81.58 68.70 69.64
N 110 110 110 110
Std. Deviation 12.33 14.85 12.02 17.49
ANOVA
F-Score

2.370 2.682 1.547 2.589

Sig

0.104 0.182 0.015 0.101

It found the difference in the achieved scores was in the conceptual decision style
scores among two groups of education level. Since p-value of them are 0.015, and it is
lower than 0.05. Nevertheless, the finding also shows that there is no statistically
53

significant different in achieved scores among two groups of education level in
directive, analytical and conceptual decision style, because p-value of them in turn
are 0.104, 0.182 and 0.101.
In conclusion, business managers in Ho Chi Minh City who have postgraduate degree
as the highest education level tend to use conceptual style more than managers just
have bachelor or college degree. It means that they are more creative and
achievement-oriented. They initiate new ideas and have a broad outlook more than the
managers just received undergraduate degree.
4.5 Decision Style Pattern, Decision Style and the success of managers decision
styles
This part will reveals the relationship between decision style pattern and the
obedience of participants subordinates plus the success on the result of participants
decision evaluated by them (Success A) and evaluated by their higher level managers
(Success B).
4.5.1 Brain sidedness
The result of the returned questionnaires shows that there is significant relationship
between brain sidedness of participants and the success of their decision.
According to the tablet 4.11, the once who own left hemisphere(total score of
directiveand analytical equal or higher than 165) tend to have better result compared
with once who own right hemisphere(total score of conceptual and behavioral equal
or higher than 135). To test the significant relationship, Person Product Moment
Correlation (PPMC) between the respondents success score and the decision style
pattern (brain sidedness) was applied. ANOVA also was run to explore the difference
the respondents success score and the decision style pattern.
The table 4.11 shows the mean and standard deviation in detail.


54

Table 4.11 The Relationship Between Brain Sidedness And The Success Of Managers Decision

Brain sidedness Success A Obedience Success B
Left
Mean 1.964 1.964 1.654
N 55 55 55
Std. Deviation .543 .693 .700
Right
Mean 2.291 2.254 2.272
N 55 55 55
Std. Deviation .567 .644 .651
Total
Mean 2.127 2.109 1.964
N 110 110 110
Std. Deviation .576 .682 .741
ANOVA
F-score
9.561 5.197 23.001

Sig

0.03 .025 .000
PPMC
Brain
sidedness

Pearson Correlation
0.211 0.18 0.376

Sig (2 tailed)
0.027

0.06

0.000


Covariance 2.269 2.284 5.187


According to PPMC method in the table 4.11, it found that there is a significant
relationship, P= 0.027, between brain sidedness and success A(Self-evaluated
success). It also found that there is a significant relationship, P= 0.00, between brain
sidedness and success B(evaluated by higher level managers), while there is not
significant relationship, P=0.06, between brain sidedness and obedience.
Furthermore, ANOVA was run to explore the differences; there are significant
differences in score achieved between left-brain and right brain dominant group in
the obedienceof subordinates and the success of respondents decision. P-value of
three group are lower than 0.05. They are 0.03, 0.25 and 0.00.
55

In conclusion, there are significant relationships between brain sidedness and
success A plus success B. Business managers who achieved more scored in left-brain
group (total score of directive and analytical) have more success in each of their
decision evaluated by themselves and by their higher level managers. On the other
hand, there is no significant statistically relationship between brain sidedness and the
obedienceof managers subordinates when they give a decision. Nevertheless, there
is a different between left-brain dominant and right brain dominant in the obedience
of staffs. Staffs tend to obey the managers who have left-brain dominance than right-
brain dominance.
4.5.2 Orientation
The result of the returned questionnaires show that there is significant relation
between orientation and participants the success of their decision.
According to the table 4.4.2, the once has ideal orientation tend to have better result
compared with once who has action orientation. The researcher use Person Product
Moment Correlation (PPMC) method to test this hypothesis. The table 4.12 shows in
detail.

Table 4.12 The relationship between orientation and the success of managers decision
Orientations Success A Obedience Success B
Action
Mean
2.144 2.144 2.020
N 97 97 97
Std. Deviation .577 .707 .750
Ideal
Mean
2.000 1.846 1.538
N 13 13 13
Std. Deviation .577 .375 .5189
Total
Mean
2.127 2.109 1.964
N 110 110 110
Std. Deviation .576 .682 .741
ANOVA
F-Score
0.717 2.216 5.033

Sig

0.399 .139 .027
56


PPMC

Brain
sidedness

Pearson Correlation
-0.09 -0.129 -0.315

Sig (2 tailed)
0.928

0.178

0.001


Covariance -0.091 -1.591 -4.210

According to result of PPMC test in the table 4.4.1, it found that there is an extremely
significant relationship, P= 0.001, between orientation and success B (evaluated by
higher level manager), while it found that there is not any significant relationship, P=
0.928, between orientation and success A (self-evaluated success). In addition, it also
has not any statistically significant relationship, P=0.178, between brain sidedness
and obedience.
In conclusion, there is a significant relationship between orientation and success B.
Business managers who achieved more score in idea-orientation group (total score of
directive and analytical) have more success in each of their decision evaluated by
higher level manager.

4.5.3 Directive Decision Style
The finding showed that there is no relationship between directive decision style and
the obedience of staffs plus the success A (self-evaluated success) and success B
(evaluated by higher level manager). The tablet 4.13 shows the result in detail.

Table 4.13 The relationship between achieved score in directive style and the success of managers
decision
Directive Success A Obedience Success B
Least preferred
Mean 2.375 2.062 2.125
N 16 16 16
Std. Deviation .500 .574 .619
Back-up
Mean 2.080 2.260 2.060
N 50 50 50
Std. Deviation .56569 .87622 .818
57

Dominant
Mean 2.000 2.000 1.629
N 27 27 27
Std. Deviation .392 .392 .492
Very Dominant
Mean 2.235 1.882 2.059
N 17 17 17
Std. Deviation .831 .332 .827
Total
Mean 2.127 2.109 1.964
N 110 110 110
Std. Deviation .576 .682 .741
ANOVA
F-Score
1.772 1.732 2.562

Sig

0.157 .165 .059

PPMC

Brain
sidedness

Pearson Correlation
-.094 -.145 -.118

Sig (2 tailed)
.326 .130 .219

Covariance
-.671 -1.220 -1.080


According to result of PPMC test in the table 4.13, it found that there is not any
significant relationship between directivedecision style and success A, success B
plus obedience, since their P value in turn are 0.326, 0.130, 0.219 and they are also
higher than 0.05. ANOVA tested result also show no statistically difference among
four intensity level in the success A, success B, and the obedience. (0.157, 0.165,
0.059 <0.05)

4.5.4 Analytical Decision Styles

The finding shows that there is a relationship between the analytical decision style
and the success B (evaluated by superior). The one who get higher analytical score
seem to get better result than other. The table 4.14 shows the mean and the standard
deviation of each intensity level of directive decision style in detail.
58

Table 4.14 The Relationship Between Achieved Score In Analytical Style And The Success Of
Managers Decision
Analysis Success A Obedience Success B
Least preferred
Mean
2.187 2.156 2.187
N 64 64 64
Std. Deviation .588 .623 .68718
Back-up
Mean
2.103 1.931 1.759
N 29 29 29
Std. Deviation .557 .458 .689
Dominant
Mean
2.100 2.600 1.600
N 10 10 10
Std. Deviation .568 1.265 .843
Very Dominant
Mean
1.714 1.714 1.286
N 7 7 7
Std. Deviation .488 .4879 .488
Total
Mean
2.127 2.109 1.964
N 110 110 110
Std. Deviation .576 .682 .741
ANOVA
F-score
1.474 3.495 6.225

Sig

0.226 0.018 0.001
PPMC
Brain
sidedness

Pearson Correlation
-.176 -.055 -.379

Sig (2 tailed)
.066 .571 .000

Covariance
-.091 -.033 -.252


According to the table 4.14, the result indicated that there is a relation between the
analytical decision style and the success of participants decision. By considering p-
value of categories of obedience of staffs and success evaluated by higher level
manager, they are under 0.05. Nevertheless, p-value of success A is .226, it is higher
than 0.05. There is no relation between directive decision style and the success in the
point of view of participants.



59

4.5.5 Conceptual Decision Style
Since the number of participants achieved dominant and very dominant intensity level
in conceptual decision style is too little. There are just 4 participants archiving
conceptual score at dominant intensity, and 2 participants archiving conceptual score
at very dominant intensity. Therefore, it is not reasonable for analyzing the relation
between the success of managers and their conceptual decision style. This is a
limitation of this research.

4.5.6 Behavioral Decision Style
The finding showed that there is a relationship between behavioral decision style and
the success B. The table 4.16 a shows the mean and the standard deviation of intensity
level of directive decision style in detail.
Table 4.15 The Relationship Between Achieved Score In Behavioral Style And The Success Of
Managers Decision
Behavioral Success A Obedience Success B
Least
preferred
Mean
2.000 1.923 1.461
N 13 13 13
Std. Deviation .577 .277 .519
Back-up
Mean
2.185 1.963 1.778
N 27 27 27
Std. Deviation .681 .759 .801
Dominant
Mean
1.941 2.118 1.882
N 17 17 17
Std. Deviation .429 .85749 .697
Very
Dominant
Mean
2.188 2.226 2.207
N 53 53 53
Std. Deviation .557 .63976 .689
Total
Mean
2.127 2.109 1.964
N 110 110 110
Std. Deviation .576 .682 .741
ANOVA
F-score
1.096 1.269 5.043

Sig

0.354 0.289 0.003
60

PPMC Behavioral

Pearson
Correlation
.072 .183 .349

Sig (2 tailed)
.453 .055 .000

Covariance
.046 .138 .284


According to the table 4.15, the result indicated that there is an extremely significant
relationship between the behavioral decision style and the success B (evaluated by
higher level manager). By considering p-value of PPMC test of the success B, they
are below 0.05. Besides, p-value of success A (Self-evaluated success) and the
obedience of subordinates are .453 and 0.055, it is higher than 0.05. Therefore, there
is statistically significant relationship between behavioral decision style and the
successes B.


4.5.7 Summary

The purpose of this chapter is to present the result of the research after analyzing the
collected data. The finding shows that dominant style of business manager in Ho Chi
Minh City is behavioral style, followed by directivedecision style.
Furthermore, after applying ANOVA to test the different between demographic
variables and decision styles of this research, the finding reveals that there is a
significant different among the groups of age; groups of job position; groups of
education level; and groups of gender in decision styles of managers in Ho Chi Minh
City. However, there is not any statistically significant different among the groups of
number of subordinate, and groups of organization industry.
In addition, researcher applied Person Product Moment Correlation (PPMC) to test
the relationship between the successes of managers decision and decision style
pattern (brain sidedness and orientation). It also explores the relationship between the
successes of managers decision and decision styles of business manager in Ho Chi
61

Minh. The finding shows that there is the relationship between decision style pattern
and the successes of managers decision. It also has a relationship between the
successes of managers decision and analytical plus behavioral style, while there is
no statistically significant relationship between directivestyle and the successes of
managers decision.

















62

CHAPTER V
CONCLUSION, RECOMMENDATION

This chapter presents some brief conclusion from analyzed data of previous chapter.
After that, the researcher will suggest recommendation so as to improve the quality of
leadership training classes for managers in Ho Chi Minh City. This chapter also gives
limitation and recommendation for further research.

5.1 Conclusion
The research found that behavioral decision style has been a dominant style of
managers in Ho Chi Minh City, followed by directivedecision style.
There are significant differences between three groups of age of business managers in
HCMC in decision styles. Young managers in the age group category of less than 30
years old are more likely to be behavioral, while managers in the age groups
category of 30 to 39 years old tend to be more analytical. In addition, old managers
more than 39 years old seem to be more directives by considering the mean, however
there is no statistical evidence to approve it.
There is a relationship between the decision making styles of business manager in
HCMC and their current positions. Top managers tend to be more directive, head of
department tends to be more analytical, and supervisory managers seem to be more
behavioral.
Male managers tend to be more directiveand analytical, while female managers tend
to be more behavioral than male managers.
The managers achieved postgraduate degree is more likely to be conceptual than
managers just achieved bachelor or college degree.
There is no statistically significant difference among groups of number of
subordinates of managers in decision style
63

There is no explicitly difference among organization-activities groups in decision
style.
The ones who own left-brain dominant tend to be have better result in decision
making compared with manager owning right-brain dominant.
The ones who have ideal-orientation tend to be have better result in decision making
evaluated by higher level manager than managers having action orientation
It seems, from the achieved score of directive decision styles collected by the
respondents, that there is no relationship between achieved score in directivestyle and
the success in decision making of business manager in Ho Chi Minh City.
There is a relationship between achieved score of analytical style and the success in
decision of managers evaluated by higher level manager. Managers achieved higher
score in analytical style is evaluated better in their decision by their higher level
managers
There is an extremely significant relationship between achieved score in behavioral
decision style and the success of managers decision evaluated by their higher level
manager. The ones who achieve fewer score in behavioral style tend to receive better
result.
5.2 Study Implication:
These finding can help to explore and identify the decision making style of business
manager in Ho Chi Minh City. Rowe and Boulgarides (1992) indicated that by
considering decision style, it can predict the conflict between managers and their
subordinates. Hence, it is useful to apply the finding of this study to some specific
companies to reduce or avoid the conflict between superiors and subordinates by
knowing their style. If superiors want his departments to perform a work fast and
smoothly without argumentation, he can separate or eliminate the subordinates having
conflict style with him. Besides, if superior want his departments to perform a work
64

having stable result with creativity, he can recruit more subordinates having conflict
style with his style because argumentation can create more creativity and stability.
Furthermore, knowing decision style of one person can help us to predict the
outcomes in terms of decision behavior of them. Rowe identifies the reaction of each
style when it has stress, motivation, problem solving, and thinking. Consequently,
these results of this study can be used as the platform for developing a strategy of
management training. These classes can help to train manager to be more success in
their decisions, and then it leads to increase the success of organization.
Decision Style Model is a suitable model for describing and exploring the decision
style of business managers. Decision Style Inventory of Alan Rowe and Richard O.
Mason (1987) is an effective and reliability tool for quantify the managerial decision
style of business manager. Therefore, author presents this research finding to many
other researchers in the leadership field.

5.3 Recommendation
In some training classes, Business managers should be trained to know their own style
as well as the styles of their staffs. It can help to avoid or reduce the conflict between
superiors and subordinates (Rowe and Boulgaride, 1992). Furthermore, curriculum of
these classes should focus to improve the using conceptual and analytical decision
style which is stills less in business manager in Ho Chi Minh City. Conceptual style
will complement the creativity, independence for trainees. It also enables business
manager to have broad outlook, new ideas and future-orientation. While, analytical
style will complement the innovation. Managers use analytical style frequently also
enjoys problem solving and strive to achieve the maximum result.
Business managers also should be trained to be sensitized for different styles, and be
flexible to choose suitable styles for specific situations. Because Rowe and
Boulgarides (1992) indicated that there is no best style, each style has its strengths,
weaknesses, and each style appropriates with ones situation. Being flexible would
65

lead managers to be able use the strengths of ones style and avoid the weaknesses of
other style.
In some specific organization, HR department should conduct a survey on decision
style of management staffs, because their styles will reflect their desired motivation.
Therefore, the organization will have suitable strategies to encourage, motivate their
management staffs. Management staffs will perform better job if they are motivated
correctly. Then, it will lead to increase the productivity of the organization.
5.4 Limitation and Recommend for Further Research
The biggest limitation of this research is that the size of the sample is quite small, just
110, so the number of managers having conceptual as the dominant style is so little in
order to analyze in statistically way. Hence, the author recommends other researchers
who also conduct studying in this subject that should collect a larger sample.
Due to the limitation in ability and time, the researcher of this study just can study on
the success of decision and obedience of subordinates in point of participants view. It
is a limitation of this study; therefore researcher recommended that other researchers
should conduct a study on the other ways which is more objective.
It is recommended that more studies in other areas of management of decision making
styles. Furthermore, other related decision making aspect need to be conducted so as
to understand the aptness and form of decision making style of manager in Ho Chi
Minh City. Especially, researcher recommends other researchers conduct a study on
some specific companies in other to have clear and specific strategies which are more
applicable.
The drop-off and pick-up method as a data collection procedure is recommended for
the other researchers who tend to use a survey questionnaire as a data collection
instrument, because this is a useful method which enables the researchers to get high
response rate.
66

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69

Questionnaire

Hello Mr/Ms. I am a student of the International University Vietnam National University
HCMC. Now I am conducting a research about the decision making styles of management
staffs in Ho Chi Minh City. Hope you will corporate with me to complete this survey. Your
information is used for the research. It will not be released to the 3
rd
party. You do not
have to give your name and your organization. Thanks so much for your participation.
* Are you in a management position? ( ) Yes (Please continue)
( ) No (Please stop here)
Decision style instructive
1. Use only the following numbers (1, 2, 3, 4) to answer the question:
In decending order (1 is Strongly like you, 4 is least like you)
2. You may only use 1, 2, 3 and 4 once for each question. For example, Right 4 2 3 1; Wrong 4 4 1 2
3. In answering the questions, think of how you normally act in a situation.
4. Choose the first response that comes to your mind when answering the questions
5. Your responses reflect how you feel about the response to the questions and what you prefer to do, not
what you think is the right thing to do

Right


Wrong



I II III IV
1/
My Prime
Objective Is To:
Have a position
with statue
Be the best in
my field
Achieve recognition
for my work
Feel secure in
my job

2/ I Enjoy Jobs That:
Are technical
and well defined
Have considerable
variety
Allow independent
action
Involve people
3/
I Expect People
Working With Me
To Be:
Productive and
fast
Highly capable

Committed and
responsive
Receptive to
suggestions

4/
In My Job, I Look
For:
Practical results

The best solutions

New approaches or
ideas
Good working
environment

5/
Communicate Best
With Others:
On a direct one-
to-one basis
In writing

By having a group
discussion
In a formal
meeting

6/
In My Planning I
Emphasize:
Current
problems
Meeting objectives

Future goals

Developing
people's careers

7/
When Faced With
Solving A
Problem, I
Rely on proven
approaches
Apply careful analysis

Look for
creative approaches
Rely on my
feelings

8/
When Using
Information, I
Refer:
Specific facts

Accurate and
complete data
Broad coverage
of my options
Limited data that
are easily
understood

70

9/
When I Am Not
Sure About What
To Do, I:
Rely on intuition

Search for facts

Look for a possible
compromise
Wait before
making a decision

10/
Whenever Possible
I Avoid:
Long debates

Incomplete work

Using numbers or
formulas
Conflict with
others

11/
I Am Especially
Good At:
Remembering
dates and facts
Solving difficult
problems
Seeing many
possibilities
Interacting with
others

12/
When Time Is
Important, I:
Decide and act
quickly
Follow plans and
priorities
Refuse to be
pressured
Seek guidance or
support

13/
In Social Settings, I
Generally:
Speak with
others
Think about what
is being said
Observe what is
going on
Listen to
the conversation

14/
I Am Good At
Remembering:
People's names

Place we met

People's faces

People's
personalities

15/
The Work I Do
Provides Me:
The power to
influence others
Challenging
assignments
Achieving my
personal goals
Acceptance by the
group

16/
I Work Well With
Those Who Are:
Energetic and
ambitious
Self-confident

Open-minded

Polite and trusting
17/
When Under
Stress, I:
Become anxious

Concentrate on the
problem
Become frustrated

Am forgetful
18/
Others Consider
Me:
Aggressive

Disciplined

Imaginative

Supportive
19/
My Decisions
Typically Are:
Realistic and
direct
Systematic or
abstract
Broad and flexible

Sensitive to
the needs of others

20/ I Dislike: Losing control

Boring work

Following rules

Being rejected


After finish the table of question, please answer the following questions.

21 The number of subordinates
( ) Less than 15 staffs
( ) 15 50 staffs
( ) More than 50 staff
22 Your current position
( ) Top manager
( ) Middle manager
( ) supervisor manager
23 Your age
( ) Less than 30
( ) 30-39 years
( ) More than 40 years
24 Your highest education level
( ) General education
( ) Graduate
( ) Postgraduate
25 Organizational activities
( ) Manufacture
( ) Services
( ) Both
26 Your gender
( ) Male
( ) Female
27 - You yourself evaluate the success of your
decision in general
(1 is the most success, 5 is not success)
(1) (2) (3) (4) (5)
28 You yourself evaluate the obedience of your
staffs after you give a decision.
(1 is very satisfied, 5 is not satisfied)
(1) (2) (3) (4) (5)
29 You yourself evaluate the success of your
decision in the point of view of your higher level
managers.
(1 is the most success, 5 is not success)
(1) (2) (3) (4) (5)
71

BNG CU HI KHO ST

Cho anh/ch, ti l sinh vin i hc Quc T - DH Quc Gia HCMC. Ti
hin ang thc hin ti nghin cu v cc cch thc ra quyt nh ca 1
qun l thnh ph H Ch Minh. Rt mong anh ch gip hon
thnh tt ti nghin cu ny. Thng tin anh ch cung cp s c dng
cho nghin cu v khng tit l cho bn th 3. Anh ch khng cn phi ghi
h tn hay ni cng tc. Cm n anh ch dnh thi gian tr li.
* Anh/Ch c ang m nhim vai tr qun l/gim st? ( ) C ( Xin anh/ch tip tc)
( ) Khng ( Xin anh/ch dng ti y)
Hng dn
1 - Anh/Ch in cc s (1, 2, 3, 4) vo cc ct I, II, III, IV tr li cu hi trong bng.
Theo th t gim dn (1 l ng nht, 4 l t ng nht)
2 - Anh/Ch cn in (1, 2, 3, 4), v mi s 1 ln vo tng cu hi. V d: ng: 4 1 3 2; Sai: 4 4 1 2
3 Khi tr li cc cu hi, hy ngh v vic anh/ch s hnh ng nh th no trong thc t bnh thng
4 Chn cch tr li n u tin trong suy ngh ca anh/ch
5 Cu tr li ca anh/ch phn nh vic anh/ch cm nhn v thch cu tr li no, khng phi l anh/ch
nn tr li nh th no

ng

Sai
I

II

III

IV
1
Mc Tiu Chnh:
Ca Ti L
C a v x hi

Tr ngi gii nht
trong lnh vc ca
mnh

c ghi nhn thnh
cng
Cm thy mnh c 1 cng
vic m bo

2
Ti Thch
Cng Vic:
C chuyn mn v
c xc nh r
rng

C ni dung phong
ph
Cho php hot
ng c lp
Lin quan n
con ngi

3
Ti Mun c
Lm Vic Vi 1
Ngi
C nng sut cao
v nhanh nhn
C nng lc cao

C cam kt v nhanh
chng p ng c yu
cu

Bit tip thu
kin

4
Trong Cng Vic
Ti Tm Kim
Kt qu thc t

Gii php tt nht

Cc kin mi v
cch tip cn mi
Mi trng lm
vic tt

5
Ti Giao Tip
Tt Nht Vi
Ngi Khc Qua
Gp mt v trao i
trc tip
Bng vn bng

Qua vic tho lun nhm

Qua 1 bui gp
mt chnh thc

6
Trong K Hoch
Ti Nhn Mnh
Vn hin ti

Mc tiu

Mc tiu tng lai

Pht trin ngh nghip
ca nhn vin di quyn

7
Khi i Mt Vi
Vn Cn Gii
Quyt, Ti
Da vo cc cch
c cng nhn
l c kt qu

Thc hin phn tch
cn thn
Tm cch gii quyt sng
to
Da vo trc gic
8
Khi S Dng
Thng Tin, Ti
Thch
Thng tin c th

D liu xc thc v
y
Xem xt cc la chn
khc nhau
D liu gii hn v d hiu
72


* Sau khi hon thnh tr li bng cu hi, anh/ ch vui lng tr li cc cu hi sau

21- S lng nhn vin di quyn ca anh/ch
( ) t hn 15 nhn vin
( ) 15 -50 nhn vin
( ) Hn 50 nhn vin
22 V tr ca anh/ch
( ) Qun l cp cao (Gim c, ph gim c tr ln)
( ) Qun l cp trung ( Trng phng, ph phng)
( ) Qun l gim st (Gim st, qun l 1 tp nhn vin)
23 Tui
( ) Di 30 tui
( ) 30-39 tui
( ) Trn 39 tui
24 Trnh hc vn cao nht ca anh/ch
( ) Tt nghip ph thng
( ) Tt nghip i hc
( ) Tt nghip sau i hc
25 Cng ty anh/ch l 1 n v
( ) Sn xut
( ) Dch v
( ) C 2

26 Gii tnh ca anh/ch
( ) Nam
( ) N
27 Anh/Ch t nh gi cc quyt nh mnh
a ra, kt qu thng thnh cng hay khng?
( 1 l rt thnh cng, 5 l khng thnh cng)
(1) (2) (3) (4) (5)
28 - Anh/Ch t nh gi khi a ra cc quyt
nh ca mnh, cc nhn vin di quyn c
tun phc hay khng?
( 1 L rt tun phc, 5 l khng tun phc)
(1) (2) (3) (4) (5)
29 Anh/Ch t nh gi khi a ra cc quyt
nh ca mnh, kt qu c c cp trn cng
nhn l tt hay khng?
( 1 L rt tt, 5 l khng tt)
(1) (2) (3) (4) (5)

9
Khi M Ti
Khng Chc
Mnh Cn Phi
Lm G
Ti dng trc gic

Tm hiu thm v
vn
Tm kim 1 s tha hip
chp nhn c
Ch i trc khi
ra quyt nh

10
Bt C Khi No
C Th Ti
Thng Trnh
Nhng cuc tranh
lun ko di
Cng vic khng
hon thnh
S dng con s
hay cng thc
Bt ng vi
ngi khc

11
Ti c Bit Gii
Vic
Nh ngy thng v
cc s kin
Gii quyt tt cc
vn
Nhn ra nhiu
hng gii quyt khc
nhau

Ni chuyn v
tng tc vi ngi khc

12
Khi Thi Gian
Gp Rt Ti
Quyt nh v
hnh ng nhanh
chng

Lm vic theo k
hoch v cc th t
u tin

T chi b p lc

Tm kim s hng dn
13
Trong Mi
Trng X Hi,
Ti Ni Chung
Hay
Ni chuyn vi
ngi khc
Ngh v cc iu
ngi khc pht
biu

Quan st nhng
vn ang xy ra
Lng nghe cuc tho lun
14
Ti C Tr Nh
Tt V
Tn mi ngi

Cc ni gp g

Gng mt mi
ngi
Tnh cch ca mi
ngi

15
Cng Vic Ti
Lm, Cung Cp
Cho Ti
Quyn lc nh
hng n ngi
khc

Th thch

t c mc tiu
ca bn thn
c chp nhn
bi mi ngi

16
Ti Cng Tc
Tt Vi Nhng
Ngi
Trn y nng
lng v tham
vng

T tin

Ci m

Lch s v ng tin cy
17
Khi Ti B
Stress, Ti
Tr nn lo lng

Tp trung vo vn
cn gii quyt
Cm thy bt lc

Tr nn hay qun
18
Ngi Khc
nh Gi Ti L
Nng n

C k lut

C tr tng tng

em li s gip ngi
khc

19
Quyt nh Ca
Ti Thng Th
Thc t v trc tip

C h thng hoc
tru tng
Khi qut v linh ng

Cn nhc vi nhu
cu ca ngi khc

20
Ti Khng
Thch
B mt kim sot

1 Cng vic nhm
chn
Tun th cc lut l

B t chi

73