1.a. bhunia 1 17

European Journal of Business and Management www.iiste.org
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)
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Studying Efficacy of Organizational and Conceptual Factors
on Manager’s Decision
Amalendu Bhunia
Reader, Department of Commerce
Fakir Chand College, Diamond Harbour
and
IGNOU, Kolkata Chapter, India
South 24-Parganas – 743331
West Bengal, India
bhunia.amalendu@gmail.com
Received: 2011-10-23
Accepted: 2011-10-29
Published:2011-11-04
Abstract
The purpose of the present research is to investigate the impact of organizational factors on the styles of
manager’s decision makings and the difference between the perception of managers and employees of the
styles used by managers in India. On this basis, 100 manager and 500 employees has been chosen as
statistical sample. The analytical model of this study is based on General Decision Making Style by Scott
and Bruce. Questionnaire validity, content validity and compatibility based on 10 experts and professors as
well as the experimental implementation of the questionnaire between 20 managers and 100 employees and
also analyzing exploratory factor for both questionnaires were checked. According to the Kolmogorov -
Smirnov test results have confirmed the normal distribution of the data thus confirmed chi-square test,
one-way multivariate analysis of variance (MANOVA) and the two samples T of Friedman were used.
Keywords: General decision-making style, organization’s size, position of manager, perception difference,
government organizations
1. Introduction
Decision making in fact is the most difficult practice and sometimes the most dangerous work every
manager should do. A manager by an incorrect decision may cause irreparable damage to the body of his or
her organization (Atayi, 2010). Environmental changes and shifts results in that organizations look at their
managers as an important factor to overcome alterations, demands and environmental challenges ahead. In
such circumstances, managers need endless skills and capabilities (Gholi pour, 2008). Decisions are taken
along with achieving goals and by considering the available resources. Decisions determine the kind of
goals and the way to achieve them. Therefore decision making is a mechanism which encompasses all the
activities of the organization, and indeed affects all members of the organization as an individual or as a
member of the group. Organization collapsed without any mechanism to decide and to set its own target

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individuals who are looking for (Moorhead and Griffin, 2007).
Stephen P Robbins thinks of decision as something present and relevant in all tasks. According to Herbert
Simon's decision means management and management means decisions for efficient use of energy and
resources of an organization, which is essential for the manager. Kountz said the existence of plan; program
and policies depend on the existence of the decisions. Studying of decision making processes is not a new
topic. In recent years, numerous studies in various fields and surrounding areas took place about decisions
making as a subject that results in offering several classifications so far in relation to style and
decision-making models which have been presented by experts (Olivera, 2007). Each of these
classifications according to which categories of individual, organizational and environmental factors are
important in the kind of reaction and behavior on how people face decision making situations are different
from one another (Karls et al, 2003). Corporate managers considering various influential factors such as
their personal details and their workplace organizational structure and cultural backgrounds of the
environment use different decision making methods (Mortazavi, 2000).
Hafstead (1980) believes the continuing use of a method of decision making to a considerable degree
depends on the subordinates. According to Hafstead classification from the field of culture, managers
practicing in the collectivist culture use different decision making methods in comparison to individualist
culture. According to another study, four important environmental pressure factors, interaction with other
members of the organization, responsibility requirements and characteristic peculiarities is effective in
selecting the decision making method (Comer and Becker) decide how to respond to these four determining
factors of the style by his decisions making. (Gholi Pour, 2008). Scott and Bruce paid great attention in his
studies about decision-making styles of individuals and factors affecting its internal characteristics and
individual differences of the people. On this basis they introduced five styles of decision making as general
decision making styles. These five styles are: rational decision-making styles, decision making style of
intuition, dependent decision making style, instantaneous decision-making style and avoidance style of
decision making (Hadyzadh Moghaddam 2009).
Its aim is to find checking the effect of organizational factors like (size, position in the organizational
hierarchy) and the difference of perception between staff and managers about decision making.
2. Review of Related Literatures
On the subject of this study, the definition of decision making, decision making styles and empirical studies
of decision making are described as follows:
2.1 Decision making
Harrison (1987) defines decision making in this way: ((.... a moment in a continuous process of evaluation
options to achieve the goal of different expectations about how certain actions to decision makers choose the
option that is highly likely to achieve the goal one seeks)) (Roshandel 2009). Prediction, evaluation and
comparing the outcome of solutions available and choosing the available solution for certain to be able to
reach an optimal outcome is called decision (Atayi 2010). Decision making is a process which according to
that a specific way of practicing for problem solving is chosen (Astuner, 1982). Munday assign
decision-making process to find various aspects, evaluate and select one among them. This process is
obvious in all responsibilities of the manager and helps him in doing all those tasks. (Gholi Poor, 2008).
2.2 Decision making Style

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Decision making Style has been defined as a habitual pattern that people use when deciding (Driver, 1971)
or is called special way of individuals to receive and respond to the decision-making tasks (Harn, 1979).
Drive, Bursiue and Mansakar (1990) have noted that the style of decision-making is defined by the amount
of information collected and the number of other solutions when the decision is considered. Although
others suggest that it is called the differences that people collect data (Hunt, Criztokhiat, Mindel, Viusery,
1989, Mackenny and Kane, 1974, 1983 Bruce and Scott 1995). In other words, each individual
decision-making style approach and procedure shows his personality and his reaction to the decision task
(Thunholm, 2003). Style of decision-making behavior from a perceptional point of view indicate the kind
of behavior and the way people encounter situations when the decision is made (Spicer and Smith, 2005).
2.3 Rational Decision Making Style
Rational decision-making style conceptually represents a decision to follow a completely logical process
when it is going to be made. According to rational style objectives are defined clearly, all possible solutions
are selected according to identified goals and finally the best solution is implemented. (Singh, Greenhouse
1, 2004).
2.4 Intuitive Decision Making Style
Intuitive decision-making style from a perceptual point of view shows the individual’s trust to his
awareness and internal intuition when deciding. Managers of the intuitive style when deciding without
needing rational reasons to be a just solution chosen, based on insights into consciousness and instincts
chose a solution that seems to fit.(Falloup and et al, 2006).
2.5 Dependent Decision Making Style
Dependence decision making style from a conceptual point of view represents the mere reliance of the
decision maker to help and guidance from others when faced with decision situations. People, who enjoy this
style due to weakness in consciousness and inability to receive information from their environment, are
totally dependent upon others while taking decisions. (Singh and Greenhouse, 2004)
2.6 Instantaneous Decision making Style
Instantaneous decision making style conceptually represent decisions as fast and short as possible and
instantly when facing decision situations.
2.7 Avoidance Decision Making Style
Avoidance decision making style from a conceptual point of view means dodge any person's decision to
adopt when faced with decision situations. In other words people who have this style when confronted with
issues and topics that require decisions on their behalf delay the decision as far as possible (Spicer and
Smith, 2005).
2.8 Difference between managers and staff perceptions of the style used by the manager
It means the existing level of disagreements about the usage of general decision making styles among
employees and managers. Style in terms of operational decisions is a score that a person gets on the
questionnaire of decision making style. Different perceptions of managers and staff in the style manager use
in the organization: The difference from the operational point of view would be the amount of disagreement
between two questionnaire of management and staff.
3. Methodology
This study made use of a quantitative research approach, and from the viewpoint of relationship between the

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variables (dependent and independent variables) is a type of correlation research.
3.1 Population and Sample
The population for this study includes all employees and managers in the counties, governorships and in the
general-governor of India in the years 2010.Which according to 2010 statistics is 920 people among which
352 are selected including 60 managers and 290 employees which have been classified through a random
sampling method with a simple proportional allocation.
3.2 Research Instrument
The measuring instrument used was a structured questionnaire which was developed and validated by
Bruce and Scott (1995); Hadyzadeh and Tehrani(2008) Of course with the help of this questionnaire the
content validity were also approved by professors and managers too where for the structural validity of
exploratory and confirmatory factor analysis and the KMO index was used. The KMO value equals 0.852
and the Bartlett test, even at a meaningful level of 0.99% (Sig = 0.000) is rejected. Note that the variances
are equal to 55.21 and specific values of each factor were greater than one, we conclude that the credibility
factor of this variable is appropriate.
3.3 Reliability
Reliability of questionnaires to measure the Cronbach's alpha was calculated that 0.817 of the reliability of
Cronbach's alpha showed good general decision-making style questionnaire. Regarding the use of
Kolmogorov – Smirnov test the normality of data distribution was confirmed and the appropriate tests were
used as follows. Chi-square test is used to check for the study of relationship status in decision making style.
MANOVA or multivariate one-sided is used to investigate the relationship between style of decision-making
managers and size of organization. The two sample T test was used to check for homogenization of styles
used by managers and the style diagnosed used by the staff for managers. Friedman test was used for showing
the ranking of decision-making from the perspective of managers and employees and Pearson correlation test
was used to determine correlation between the styles used by managers. Using two software SPSS 18 and
LISREL 8.5 analysis was developed and answers were codified with Likert’s range of five options.
The collections of questions are offered in two questionnaires. The first questionnaire for managers and
officials, and the second questionnaire for employees and manager’s assistant. Each questionnaire included
two set of questions, the first part of the questions related to demographic data of the respondent and the
second Part of the questionnaire to measure decision-making styles of managers and directors from the
perspective of staff which includes 25 questions. 5 of 25 questions are related to the rational style, 5 to
intuitive style, 5 to dependent style, 5 to instant style and 5 to avoidance style.
3.4 Validity
When assessing validity, researchers determines whether a measure used in the study actually does measure
what the researchers in tends in to measure. As already indicated, the measurement instrument developed
by Bruce and Scott (1995); Hadyzadeh and Tehrani (2008) was used in this study. The instrument was
considered valid for the purpose of the present study.
3.5 Research framework
Research framework developed in this study has used the theoretical principles which have been taken from
the ideas and opinions of experts, scholars and scientists in management science. In designing variables and
their dimensions we used Tanenbaum and Schmitt, path - goal theory, Heller theory, Fiedler leadership

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contingency theory and also to evaluate them in three stages by a number of university professors and a
number of senior managers. Dependent variables from general decision making styles that were introduced
by Bruce and Scott (1995) were used because of completeness and relative comprehensiveness to the
classification with highest usage of in internal and external research was.
Theories that have been mentioned above have been used as following in choosing the independent variables.
From Tanenbaum and Schmidt theory, largeness and smallness (the size of the organization), nature of
organizational tasks (institutional status and hierarchy) and the theory of perception were used. From the
path-goal theory (House and Mitchell) in order to determine the environmental variables such as position in
the hierarchy, variable and size like the perception of the style used for this theory. This theory has been used
in this context that differences in decision-making skills exists among managers and subordinates
(employees). Also under this theory, the leader and director’s responsibility is to match his actions to coup
with the contingency situations. But with using these cases, we recognize the importance of views and
perceptions of employees and managers with decision-making styles. we choose it as the independent
variable and from the theory of Heller the position of manager as variable is emphasized. Because,
according to Heller theory the importance of decision for the organization is crucial for choosing the style and
this related to the decision maker and his position.
According to Heller another effective cases for choosing the style is the gaps in the hierarchy which
emphasis manager’s position.
Heller mentions span of control as another important factor in choosing decision making style (Heler, 1998).
This will confirm the size and position variable because the position in the hierarchy and the size and
position as a place that can monitor more or Less effectively (In the general-governor example according to
the size and position success of surveillance area is larger than the county governor and the governor's staff
and area monitoring is more than the county administrator. According to Heller who conceded that the time
and place specific requirements is very important in selecting the style of decision making procedure and
also the nature of the tasks (Project and Association Managers) has been noticed again and place has been
emphasized.
3.6 Research Hypotheses
Hypothesis I
H0: There is relationship between organizational factors and management decision-making styles.
H1: There is relationship between the position of managers in organizational hierarchy and decision making
styles.
Hypothesis II
H0: There is relationship between organization size and the style of decision making.
H1: There is difference between managers and staff perceptions of decision-making styles
4. Empirical Results
According to chi-square test (Table 1) statistics and P-value = 0.015 which α = 0.05 is smaller, assumption
of zero meaning the independent position of managers and the tendency the type of decision making styles
rejected and meaningful correlation between these two will be accepted. Considering the above table it is
observed that most managers who are employed in the Governor-General (nearly 50 percent) use rational
style. It is seen that the dominant style in the governor's management style used is intuitive. In the county it

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is also observed that the dominant style used by managers is dependent style Links to organization size
Table-1: Adaptive table and chi-square test to evaluate relationship of the position of managers and
decision-making style
TotalCountyGovernorGovernor-GeneralManager’s Position
Decision making Style
41.7202050.0Rational
36.72553.644.1Intuitive
21.75016.45.9Dependent
100100200200Sum
12.327
df = 4
P =0.017
Chi-Square results
TotalCountyGovernorGovernor-GeneralManager’s Position
41.7202050.0Rational
36.72553.644.1Intuitive
21.75016.45.9Dependent
100100200200Sum
12.327
df = 4
P =0.017
Chi-Square results

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Table-2: Descriptive Statistics; Effect of Size of Organization on Decision Making Styles
Table 2 indicates descriptive statistics based on the organization. It can be seen for each style based on
organizations means are not equal and a difference between them is observed. According to Table 2 it can
be seen that the rational style scores is greater for Governor-General, therefore it is said that
Governor-general Managers have greater tendency to use a rational style. For intuitive style mean scores is
greater for governor office, consequently it is said that governor managers have greater tendency to use
intuitive style. For dependent style mean scores for the county is larger, therefore it is said that county
managers have greater tendency to use the dependent style.
For two style of avoidant and instantaneous we can’t say which organizations uses this kind of style more
because approximately they have equal means.
Table 3 show the homogeneity of variance tests indicated that homogeneity of variance test here will be
accepted with regard to Sig = 0.142. Most often this test is rejected, in which the statistical population is
non-normal; but data in this study is normal. Two indexes of Pillai's Trace and Wilks' Lambda are used to
show this matter that weather the mean for the group offered are equal or not. Most social science studies
use Wilks' Lambda index. The Pillai's Trace is also a good substitute for this.
Organization Mean Standard Deviation
Intuitive
Governor-General 2.71 0.64
Governor 3.30 0.63
County 2.58 0.70
Total Sum 2.86 0.68
Dependency
Governor 2.93 0.83
County 3.55 0.69
Total Sum 3.53 0.71
Rational
Governor 2.24 0.98
County 2.11 0.94
Total Sum 2.26 0.84
Instant
Governor 2.31 1.02
County 2.17 0.72
Total Sum 2.38 1.00
Avoidant
Governor 1.76 1.03
County 1.50 0.52
Total Sum 1.67 0.80

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Table-3: Homogeneous variance test
53.769Box's M
1.490F
30df1
3658.630df2
.142Sig
Table-4: Multivariate analysis of one way variance to evaluate the relationship between the kind of
management decisions style and size of organization
In this section it can be seen that the Wilks' Lambda is equal to 1.802 and Sig = 0.006 showing that this test
is statistically meaningful. (F (10, 106) = 7.24, P <0.05) shows that the hypothesis of equality between the
average of three organizations for the styles used by managers can be rejected and it can be shown that in
any organization of which style is used more. Also according to the last column of Table 4 (the relationship
between two factors) can be seen this ratio is equal to 0.405 which show a good relationship between
organization size and type of style management use.
Hypothesis II: There is difference between managers and employees perception in the organization
decision-making styles.
To investigate this hypothesis, we first check it completely to decide if there is difference between
manager’s and the style of its managers told by the employees that there is a difference or not? If the
difference was meaningful we would use Friedman test and the gaps would be identified.
If in this test α = 0.05 P-value < the assumption of equal means is rejected and the assumption of existing
differences is accepted.
Coefficients Coefficients F Valence
Degree
Sig. Coefficient of
relationship
between two
factors
Consta
nt
Amoun
t
Pillai's Trace .987 811.083a
5.000 .000 .987
Wilks' Lambda .013 811.083a
5.000 .000 .987
Age Pillai's Trace 1.202 8.212 10.000 .002 .401
Wilks' Lambda 1.802 7.238a
10.000 .006 .405

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Table-5: Two sample T test to evaluate homogeneity of style used by managers and the style diagnosed
by the employees for the managers
According to Table 5 and test results it can be seen that according to values for t = 3.32 and P-value = 0.001 and
the value of the mean difference equaled to 0.21 the result is a meaningful difference between the style used by
managers and the type style used by Managers from employees viewpoint. As it is observed, the style managers
have offered about their decisions is different from the employees recognize for their managers.
To show this difference it was acted as follows:
Table-6: Friedman test ratings of decision-making styles from the viewpoint of managers and employees
Table-7: Friedman test as a meaningful one on prioritizing the style used by managers and the style
used by managers through employee’s viewpoint
p-value T Valence
Degree
Mean
differences
and
confidence
interval
Standard
Deviation
Mean Number Group Title
0.001 3.32 384 .21, (.086 ,
0.34)
.69786 3.24 100 Managers Homogeneity of
Style used by
managers and the
distinguished style
used by
Employees for
managers
.38379 3.03 500 Employees
Style Used with managersStyle Used with Managers from Employees
Perspective
CoefficientRankCoefficientRank
Rational3.9812.993
Intuitive3.8423.971
Dependent2.9833.522
Instant2.1342.704
A2.0751.835
Style Used by managersStyle Used by Managers from Employees Viewpoint
Number60290
102.385319.291
Valence Degree44
.000.000

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The test results used for the styles of managers with value of chi-square = 102.385 and on the two-star level
(sig = 0.000) is meaningful. Also test to see the style used by managers from employees viewpoint were
checked. The test result value chi-square = 319.29 and with the value of 0.001 at the two stars level is
meaningful.
According to the coefficient table of Friedman test we can show the gap in the T-Test as indicated.
Considering the table it can be concluded that the rational style is of the first priority or the dominant style
used by the managers. So it is observed regarding the employees opinion that is given if the test result in
the desired employee is observed that this style is located in the third rank. Intuitive style is ranked second
in place by manager’s opinion but it is in the first place by employee’s. Also it can be seen that the directors
have declared that their third priority in the decision making process is the dependency style, while
according to employees in management decision making process this style is in the second priority. For
instant and avoidance style managers and employees ideas are the same, and they are given the same rank.
Now that the overall gap and the difference between the viewpoints of employees were identified in this
section we investigate the difference and gap between the viewpoints of staff and managers in different
organizations separately. In this test if α = 0.05 >P-value supposing equal means is rejected and the
assumption of existing data is accepted.
According to Table 8 and the test results, it is observed for the Governor-general according to t = 4.9 and
P-value = 0.000 and mean difference in the amount equal to 0.46, we can conclude that there is a
meaningful differences between the mean type of model used by managers and the average type of model
Used by managers from employees viewpoint. A model that managers offer for their decision making
process is different from what employees distinguished for their managers.
To show this gap and difference as before we use Friedman test as follow
Table-8: The two-sample T test to evaluate the homogeneity of style of manager’s used and
distinguished style used by employees for managers of Governor-General
Decision making Style used by
Governor-General managers
Governor-General managers through
Employee’s Viewpoint
Number34144
63.130141.945
Valence Degree44
.000.000

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Table-9: Friedman rank test, decision styles from the viewpoint of managers and employees of the
Governor-General
Table-10: Meaningfulness of Friedman test on prioritizing the style used by managers and the style
offered for manager’s from employee’s viewpoint
The test results used for the styles of managers with much chi-square = 63.13 and at the two-star level (sig
= 0.000) is meaningful. Also test for the style used by managers from employees viewpoint were checked.
The test result value chi-square = 141.95 and 0.001 at the two star level is meaningful. According to the
coefficient table of Friedman test we can show the gap that was offered in the difference of T-Test indicated.
By viewing the table it is concluded that the prevailing style of management used and to have the first priority
allocated to is the rational style. As with the following test result about the employee’s opinion, it can be seen
that the rational style for managers from employee’s viewpoint is located in the third place. From manager’s
viewpoint dependency style have the third place in their decision making process; which employees in this
process are putting priority on dependency style for their managers. Intuitive style of the managers in their
decision making process and from the viewpoint of employees in the process of decisions is in second place.
There is no difference of opinion between managers and employees in both style avoidance and instantaneous
one and both groups have put them in the fourth and fifth priority.
In this test if α = 0.05> P-value, the assumption of equal means is rejected and the assumption of existing
differences will be accepted
Governor-General Decision
making Style
Style used by managersStyle used by managers From
Employees perspective
Rational4.3412.923
Intuitive3.7123.482
Dependent2.7533.971
Instant2.6542.694
Avoidant1.5651.945
Decision making
Style used by
Governor-General
managers
Governor-General managers through
Employee’s Viewpoint
Number34144
e63.130141.945
Valence Degree44
.000.000

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Table-11: Two sample T test to evaluate homogeneity of style used by managers and the style
diagnosed to be used by employees for their managers in the governorship
According to Table 11 and test results, it can be seen that the results for governorship according to t = 2.99
P-value = 0.003 and mean difference equal to 0.288, we can conclude that there is a meaningful difference
between the mean type of model used by managers and the average type style used by managers through the
employees viewpoint.
To show this gap and difference like the previous part we use Friedman test as follows.
Table-12: Friedman test for the ranking of the decision styles of managers and employees in the
governorship
Table-13: Meaningfulness of Friedman test on prioritizing style intended for managers; the intended
style for managers by the employee’s viewpoint
Styles used by managers through employees viewpoint
(Governor-General)
Styles used by managers
(Governor-General)
11514Number
158.01918.964
44V
.000.001
p-value t Valence
Degree
Mean
differences and
confidence
interval
Standard
Deviation
mean Number Group Title
.003 2.99 127 .288, (0.097,
0.48)
.35 3.2857 14 Managers Homogeneity of Style
used by managers and the
distinguished style used
by Employees for
managers in the County
.34 2.9974 115 Employees
Governor
Styles used by managersStyles used by managers through
employees viewpoint
Rational2.5433.063
Intuitive4.0713.612
Dependent3.8624.021
Instant2.3441.665
Avoidant2.0052.654

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The test results used for the styles of managers with value of chi-square = 18.96 and two-star level (Sig =
0.000) is meaningful. Also the test used for managers model used from the viewpoint of employees was
checked. The test result value is meaningful for chi-square = 158.019 0.001 in the two stars. According to
Table 13 Friedman coefficients test gap that has been indicated in T-Test exists a difference.
With observing table 12 we can conclude that the dominant style used by managers with the first priority is
the intuitive style. While by considering the outcome of this test about the opinion of the employees it can
be seen that employee’s intuitive style of the managers from employee’s viewpoint is ranked second. On the
other hand stuff believes dependence style to be in the first place, while the managers own opinion saw the
dependency style in the second place.
Managers have placed rational decision making style in the third priority and this is the same for employees.
Managers in their process of decision making have placed instant style in the fourth place and the
avoidance style in the last. In this test if α = 0.05> P-value the assumption of equal means is rejected and
the one related to existing differences will be accepted.
Table-14: The two sample T test to evaluate homogeneity of style used by managers and the style
distinguished by the employees for managers in the county
p-value t Valence
Degree
Mean differences
and confidence
interval
Standard
Deviatio
n
Mean Num
ber
Group Title
.013 2.58- 41 -.36, (.064-, -.07) .57 2.7 12 managers Homogeneity of
style used by
managers and
styles diagnosed
by employees for
managers in the
county
.33 3.03 31 Employees
According to the above table 14 and test results we can observe that for the county according to t =- 2.58,
and P-value = 0.013 and mean difference in the amount equal to 0.36-the result is a meaningful difference
between the mean type of model used by managers and mean type of model used by managers through
employee’s point of view.
To show this gap and difference as part of the Friedman test like before we act as follow

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Table-15: Meaningfulness of Friedman test on prioritizing the style used by managers and the style
used by managers from employee’s point of view
Table-16: Friedman test for ranking decision making styles from the view point of managers and
employees in the county
Styles Used by
Managers
Styles Used by Managers from the view
point of Employees (Governor General)
Number1231
28.15723.747
Valence Degree44
.000.000
The results of this test is meaningful for the styles used by managers with value of chi-square = 28.16 and
two-star level (sig = 0.000). Also the test was checked for the model used by managers through employee’s
viewpoint. The test result is meaningful with the value chi-square = 23.75 and 0.001 in the two star model.
According to the Friedman coefficient table test we can show the gap that exists in different outcomes of
T-Test.
By observing this table we can conclude that most important and the first style in managers claimed to be
important in their decision making style is the dependency one. While this styles enjoys the second place
in the decision making process of the employees. Managers have stated that using intuitive style is in the
second priority in which employees have given it the first priority. At the county managers and staff have
placed the rational style in the third priority and in this case there is no difference of opinion between
managers and employees. Managers have placed the instant style in the fourth priority but employees claim
that managers use the as their last priority. Also managers have placed the avoidance style in the last place
but employee stated that they use this style as their fourth priority.
5. Discussion and Conclusion
The purpose of the present research is to investigate the impact of organizational factors on the styles of
manager’s decision makings and the difference between the perception of managers and employees of the
styles used by managers in the Governor-General Office in India. Finding this research indicate there are
relationship between position of managers in organizational hierarchy and decision-making style. The
following research results indicated that organizational factors such as size of the organization and position of
County’s Decision
making Styles
Styles used by managersStyles used by Managers through Employees
Perspective
Rational2.7933.023
Intuitive3.5023.761
Dependent4.6713.392
Instant2.5841.975
Avoidant1.4652.874

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director of the organization in organization’s hierarchy influence the style of overall decision makings by the
manager. Also there is a meaningful difference between the perception of managers and staff about the style
of manager’s decisions.
To testing the hypothesis, both Chi Square and one sample t is checked and is used in the status of each
organization. Results of Chi Square test both with ((017 / 0 = P and 72 3 / 12 = X_14 ^ 2) showed that there is
meaningful relationship between the position of managers in organizational hierarchy and decision models.
According to the table of results it can be seen the largest percentage of managers in the Governorate-general
use rational style (50 percent) and the largest percentage of managers in the governor's use intuitive style (6 /
53) and the highest percentage for styles used by the managers in the county is the dependent style .(50
percent).
The t test results for each organization confirmed the chi-square test results. The average scores for the
Governor-General has the highest mean, which shows that in the governor-general rational style is used
which is the prevailing style. For the governor in the second row it shows that the majority of managers use
intuitive style. Also for the county it can be seen that the mean of opinion offered was less than average
which shows the usage of managers from the next style or the dependent one.
We survey relationship between the size of the organization (Governor – General, Governor and county) and
decision making styles. We used multivariate analysis of variance or MANOVA and due to this case that the
seen meaningful is smaller than acceptable meaningful level of value (005 / 0). Therefore supposing equal
means for all styles in any organization is rejected. So according to table results we can conclude that for the
rational style the highest mean is in the governor-general and for the governor the highest mean belong to
intuitive style and for dependent style the highest mean can be seen in the county section of the study. But for
two style of instantaneous and avoidant the meaningful difference between the organizations is not found. In
this regard, I couldn’t find a research to compare the finding with. Also this research indicates there is
difference between managers and the staff perception of decision-making models in different organizations.
To testing the above hypothesis in general the two-sample independent t-test and Freidman test was used.
Then these tests were repeated separately to incorporate organizational hierarchy to identify different
perspectives of each organization and the following results be obtained.
In the overall test the difference between the perception of management and staff from decision making style
with values (001 / 0 = p and 32 / 3 = (348) t) were meaningful. Friedman test result showed that from
manager’s viewpoint the rational style has the highest priority, intuitive style second priority and the third
priority belongs to dependent style. While from staff viewpoint intuitive style highest priority, dependent
style second priority and rational style is in the third priority. From the viewpoint of managers and employees
instantaneous and avoidant style are in the fourth and fifth place respectively.
Test results for the Governor-General with values (001 / 0> p and 9 / 4 = (76 / 0) t) has shown a meaningful
difference for management and staff perception. Friedman test results indicated in this regard, rational style
for managers in the highest priority, intuitive style in the second place and the dependence style on the third
priority. While from employee’s perspective dependent style in the highest priority, intuitive one in the
second and rational is placed in the third priority. In instantaneous and avoidant style from the perspective
of managers and employees are in the fourth and fifth place respectively.

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The test for governor with a value of (003 / 0 = P and 99 / 2 = t127) show a meaningful difference between
management and staff perceptions of the decision model.
Freidman test result in this case shows from manager’s perspective intuitive style has the highest priority,
second priority belongs to dependent style, the third priority goes to rational style and instantaneous and
avoidance styles have the fourth and fifth priorities respectively. While the results of this test from the
perspective of employees showed that; dependent style in the highest priority, intuitive style in the second
priority, rational style in the third, avoidant fourth and instantaneous style is in the fifth priority. The results
showed that the in the governor, from the perspective of both managers and employees the dominant style
(rational) is in the third priority.
Test results for the county with values (05 / 0 = α> 013 / 0 = P and 58 / 2 - = t41 showed that there is
meaningful relationship between manager’s and staff perceptions of the managers decision models. Freidman
test results in this regard showed that from the perspective of managers in the county dependency style has
the highest priority, intuitive style in the second priority, rational style in the third priority, fourth priority goes
to instantaneous style and the fifth priority belongs to avoidance style. While from the perspective of
employees, the intuitive style has the highest priority, dependence one second, rational style third, avoidance
fourth and instantaneous style has the fifth place.
The results showed that in the county like governor, the dominant style used from the viewpoint of both staff
and managers is in the third priority.
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