Decision-Making at the First Management Level: The Interference of the Organizational Culture

Abstract

Purpose: This article aims at explaining how a decision is made in the first management level, within five different organizations, from different origins - American, Brazilian and Chinese - in different branches of activity. Originality/value: This is an original work, since it goes beyond the frontiers of knowledge about the subject researched, both for its approach and for its practical usefulness in the day-to-day of the decision makers, being useful for both professionals - and decision making - and for companies - on how to improve the decision-making capacity of their managers. Design/methodology/approach: Fifty managers were interviewed, through the application of a qualitative exploratory research, with the collection of data through semi-structured interviews and content analysis as data analysis and treatment technique. Findings: One may conclude that the decision-making of the first level decision-making managers is more rational. Also, the organizational culture, among the studied variables is the one with the greater impact in the way this management level makes the decisions. This influence of the organizational culture contains three important elements: 1. the need of the manager to act procedurally, using the rules and standards of the company, 2. the use of supporting tools for the decision-making and 3. the learning from the current relationship - or from the past one - with their peers. To go deeper in the theme, we suggest the analysis of the influence of gender in decision-making, under the focus of rationality or intuition, in the first level of the managerial function of the organizations.

Analytic Hierarchy Process for Determination of Decision Making in the Selection of Contractors

“…According to Gustavo et al, Decision-making in organizations has a greater impact at the management level which contains three important elements: a) The need for decision makers, to act procedurally, using company rules and standards, b) Is a decision support tool in decision making and c) Learning from current relationshipsor from past relationshipswith suppliers (Marchisotti et al, 2018). Alex and David Bennett suggest that every decision maker has a set of self-organizing and hierarchical theories that guide their decision-making process (Bennet & Bennet, 2013).…”

Optimal Research Methods Of Social-Economic Systems Used For Making Management Decision

“…Modern research is focused on summarizing the experience of working with organizations of different types and identifying the features of making management decisions, taking into account industry characteristics, the types of company activities, the complexity of the production cycle and a number of other features. Currently, many scientists are conducting research on existing problems in the field of management and decision-making (Biggs et al, 2015;Broome et al, 2017;Davari et al, 2012;Hardy & Castonguay, 2018;Lee et al, 2018;Lim & McNelis, 2018;Lopez-Behar et al, 2019;Marchisotti et al, 2018;Palvia et al, 2018;Roztocki et al, 2017).…”

An Integrated Organisational Culture for Sustainable Environmental Performance in the Nigerian Context

“…Through deliberations, conflicting parties are able to come into a consensus in a way that allows them to make strategic decisions. Decision making plays a fundamental role as a culture for organisations in deliberating issues, as they act as a prime factor either in the success or failure of the organisation [70,71]. When an organisation makes strategic decisions, their engagement in deliberation enables new possibilities.…”