DECISION Making Styles: A Saudi Managerial Context. Mustafa M. Ashwi King Fahd University of Petroleum & Minerals Saudi Arabia 8th Congress of The International Association for Cross-Cultural Psychology, Isle of Spetses, July 11-15, 2006, Greece.
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DECISION Making Styles:A Saudi Managerial Context
Mustafa M. Ashwi
King Fahd University of Petroleum & Minerals
8th Congress of The International Association for Cross-Cultural Psychology, Isle of Spetses, July 11-15, 2006, Greece.
studies sampled too few countries to discern which cultural values are associated with reliance on what sources.
(1) the individual’s own expertise, based on prior experience and training;
(2) social sources - typically superiors, subordinates, specialists, and co-workers;
The executives & middle managers were asked to respond to eight events.
The events are:
(1) When a vacancy arises that requires appointment of a new subordinate in your department;
(2) When one of your subordinates does consistently good work;
(3) When one of your subordinates does consistently poor work;
(4) When some of the equipment or machinery in your department seems to need replacement;
The eight sources of guidance were listed, as follows:
(1) ‘Formal rules and procedures’;
(2) ‘Unwritten rules as to ‘how things are usually done around here’’;
(3) ‘My subordinates’;
(4) ‘Specialists outside my department’;
(5) ‘Other people at my level’;
(6) ‘My superior’;
(7) ‘Opinions based on my own experience and training’; and
(8) ‘Beliefs which are widely accepted in my country as to what is right’.
The sample (N=328) was drawn accidentally from both public and private sectors companies in Saudi Arabia.
1- non written rules
2- Relying on experts
3- Relying on superiors
4- Relying on Beliefs
5- Relying on family