iVbnagerbl Decision Makirg by Elaine La Monica and Frederic E. Finch
A decision-making and problem-solving tool which provides alternative processes is presented. It includes a method lor diagnosing different situations and selecting appropriate techniques. Case examples and teaching outlines for classroom and inservice comprise the experiential exercise that brings the theory to life. Elaine L La Monica, R.N., Ed.D., is associate professor of nursing education. Teachers College. Columbia University. New York. Frederic E. Finch, D.B.A., is associate professor of business administration. University of Massachusetts, Amherst. DECISION-MAKING STYLES
The ways that problems are solved and decisions made in organizations have been conceptualized in many different ways[l-4]. Most theories are based on value preferences rather than on research. For example, one of the prevailing biases in academic circles is a strong preference for democratic, participative problem-solving and decision-making processes. This has resulted in a generalized prescription that managers should always involve others. This generalization carries a strong evaluative component in the sense that managers who do use these participative processes are "good" and those who do not are "bad." Another strong value bias comes largely from practicing managers who believe that since they are held responsible for decisions, they are going to make them. There are a host of other assumptions imbedded in such
a stance, such as a lack of trust in the capacity of subordinates or a fear of "losing control" if decisions are delegated. Research in the behavioral sciences is demonstrating that neither extreme position is tenable. The problemsolving and decision-making process used in a particular situation depends on that situation's nature. A general guide for managers can be depicted by the following equation: Effective Decisions = f (Quality x Acceptance) Thus, if the problem to be solved has a high quality characteristic (quality being critical) and does not require acceptance or commitment from others to implement it, then seek someone with the relevant expertise. For example, to obtain funding for a new hospital wing, it makes little sense to involve the nursing staff. If the decision has a high acceptance component and a low quality requirement (scheduling coffee and lunch breaks on a unit yet maintaining adequate coverage), then the nursing staff can be profitably involved. Their involvement facilitates communication, brings relevant information to bear on the problem, and increases motivation and commitment to the implementation of the decision. If the problem has both quality and acceptance characteristics, then appropriate experts have to be brought together with those who are responsible for implementing the decision (if they are different). This basic insight into the styles of problem solving and decision making is useful, although highly simplistic. Most of the literature dealing with the involvement of subordinates proposes group decision making as the most appropriate, or only, participative technique; but consultation and delegation are others. Although the literature deals with situations in which individuals are more effective than groups, it rarely details what situational variables should be examined in order to select the most effective decision process[5). Recently a powerful model was developed by Vroom and Yetton which not only uses a range of processes, but provides a means to diagnose situations to determine the most appropriate technique for different classes of situations^]. THE VROOM AND YETTON MANAGERIAL DECISION-MAKING MODEL
In order to examine how this model|7, 8, 9] works we would like you to go through part of the method we have used in teaching the theory to students and practicing managers. Table 1 identifies five different managerial decision styles. Read each and then study the four cases. Select the decision-making style you lournal of Nursing Administration / May-lune 1977
would use if you were the manager described in the case. Later, you will have an opportunity to compare your selections with those chosen by the model. Obviously a variety of decision-making processes are possible. Note that a major style—delegation—is not in-
Journal of Nursing Administration / May-|une1977
A decision-making and problem-solving tool which provides alternative processes is presented. It includes a method lor diagnosing different situations and selecting appropriate techniques. Case examples and teaching outlines for classroom and inservice comprise the experiential exercise that brings the theory to life. Elaine L La Monica, R.N., Ed.D., is associate professor of nursing education. Teachers College. Columbia University. New York. Frederic E. Finch, D.B.A., is associate professor of business administration. University of Massachusetts, Amherst. DECISION-MAKING STYLES
The ways that problems are solved and decisions made in organizations have been conceptualized in many different ways[l-4]. Most theories are based on value preferences rather than on research. For example, one of the prevailing biases in academic circles is a strong preference for democratic, participative problem-solving and decision-making processes. This has resulted in a generalized prescription that managers should always involve others. This generalization carries a strong evaluative component in the sense that managers who do use these participative processes are "good" and those who do not are "bad." Another strong value bias comes largely from practicing managers who believe that since they are held responsible for decisions, they are going to make them. There are a host of other assumptions imbedded in such
a stance, such as a lack of trust in the capacity of subordinates or a fear of "losing control" if decisions are delegated. Research in the behavioral sciences is demonstrating that neither extreme position is tenable. The problemsolving and decision-making process used in a particular situation depends on that situation's nature. A general guide for managers can be depicted by the following equation: Effective Decisions = f (Quality x Acceptance) Thus, if the problem to be solved has a high quality characteristic (quality being critical) and does not require acceptance or commitment from others to implement it, then seek someone with the relevant expertise. For example, to obtain funding for a new hospital wing, it makes little sense to involve the nursing staff. If the decision has a high acceptance component and a low quality requirement (scheduling coffee and lunch breaks on a unit yet maintaining adequate coverage), then the nursing staff can be profitably involved. Their involvement facilitates communication, brings relevant information to bear on the problem, and increases motivation and commitment to the implementation of the decision. If the problem has both quality and acceptance characteristics, then appropriate experts have to be brought together with those who are responsible for implementing the decision (if they are different). This basic insight into the styles of problem solving and decision making is useful, although highly simplistic. Most of the literature dealing with the involvement of subordinates proposes group decision making as the most appropriate, or only, participative technique; but consultation and delegation are others. Although the literature deals with situations in which individuals are more effective than groups, it rarely details what situational variables should be examined in order to select the most effective decision process[5). Recently a powerful model was developed by Vroom and Yetton which not only uses a range of processes, but provides a means to diagnose situations to determine the most appropriate technique for different classes of situations^]. THE VROOM AND YETTON MANAGERIAL DECISION-MAKING MODEL
In order to examine how this model|7, 8, 9] works we would like you to go through part of the method we have used in teaching the theory to students and practicing managers. Table 1 identifies five different managerial decision styles. Read each and then study the four cases. Select the decision-making style you lournal of Nursing Administration / May-lune 1977
would use if you were the manager described in the case. Later, you will have an opportunity to compare your selections with those chosen by the model. Obviously a variety of decision-making processes are possible. Note that a major style—delegation—is not in-
Journal of Nursing Administration / May-|une1977
