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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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.Background
(1) the individual values are associated with reliance on what sources.’s own expertise, based on prior experience and training;
(2) social sources - typically superiors, subordinates, specialists, and co-workers;Managing Org. Events
The events are: eight events.
(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: eight events.
(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’; eight events.
(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 and private sectors companies in Saudi Arabia.
5- Relying on family