Self-perceptions of decision making competence in Spanish football players

Pérez, Luís Miguel Ruiz; Nieto, Miriam Palomo; Coll, Virginia García; Manzano, José Antonio Navia; Espín, Javier Miñano; Psotta, Rudolf

doi:10.5507/ag.2014.008

Cited by 6 publications

(2 citation statements)

References 8 publications

(12 reference statements)

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“…The studies of Perez et al (2014) prove that the hierarchy factor, often established by the age, in which the oldest people may occupy higher positions, has a role of central importance in the decision-making process. There is, therefore, a clear correlation between hierarchical levels, age and associated professional experience.…”

Section: Hierarchical Levels and Decision-makingmentioning

confidence: 99%

“…Pozo (1998, p. 175) highlights that "the previous experience with a problem helps in the solution of problems structurally similar, or that at least had specific structural aspects in common". Perez et al (2014) go beyond when stating that people ready to make decisions increase their selfperception about their own competencies, as well the capacity to deal the associated pressure. Reem, Kitsantas, and Maddox (2014) have already warned about the importance of creating housing programs, where newly graduated nurses improve their decision-making skills, having the opportunity to practice their functions in real life, under the coordination of the most experienced ones.…”

Section: Experience and Decision Makingmentioning

confidence: 99%

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

Marchisotti

Domingos

Almeida

2018

RAM, Rev. Adm. Mackenzie

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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.

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Section: Hierarchical Levels and Decision-makingmentioning

confidence: 99%

Section: Experience and Decision Makingmentioning

confidence: 99%

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

Marchisotti

Domingos

Almeida

2018

RAM, Rev. Adm. Mackenzie

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Decision-making skills of high-performance youth soccer players

Murr

Larkin

Höner

2020

Ger J Exerc Sport Res

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Objectives This study aimed to develop a valid video-based diagnostic instrument that assesses decision-making with a sport-specific motor response. Methods A total of 86 German youth academy players (16.7 ± 0.9 years) viewed game situations projected on a large video screen and were required to make a decision by dribbling and passing to one of three targets (representing different decision options). The test included 48 clips separated into two categories: build-up (bu) and offensive decisions (off). Criterion-related validity was tested based on age (i.e., U16, U17, and U19), playing status (i.e., minutes played in official matches of the current season) and in a prospective approach relating to future youth national team status (i.e., selected or nonselected). Finally, it was investigated whether decision-making competence was influenced by playing position (i.e., defenders vs. midfielders vs. forwards). Results Instrumental reliability demonstrated satisfactory values for SCbu (r = 0.72), and lower for SCoff (r = 0.56). Results showed the diagnostic instrument is suitable for discriminating between playing status (SCbu: Φ = 0.22, p < 0.01; SCoff: Φ = 0.14, p < 0.05) and between younger (U16) and older players (U17 > U16 in SCbu: Φ = 0.24 and SCoff: Φ = 0.39, p < 0.01; U19 > U16 in SCbu: Φ = 0.41 and SCoff: Φ = 0.46, p < 0.01); however, there was no difference between U17 and U19 players. Furthermore, the predictive value of the test indicates that future youth national team players make better decisions with respect to the build-up category (SCbu: Φ = 0.20; p < 0.05), whereas playing position did not significantly influence decision-making competence. Conclusion Results indicate the video-based decision-making diagnostic instrument can discriminate decision-making competence within a high-performance youth group. The outcomes associated with national youth team participation demonstrate the predictive value of the diagnostic instrument. This study provides initial evidence to suggest a new video-based diagnostic instrument with a soccer-specific motor response can be used within a talent identification process to assist with assessment of decision-making performance.

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