1decision makers differ in their way of thinking; some are rational and logical, whereas others are intuitive and creative. 2rational decision makers look at the information in order. 3they organize the information and make sure it is logical and consistent. 4only after carefully studying all of the given options do they finally make the decision. 5intuitive thinkers, on the other hand, can look at information that is not necessarily in order. 6they can make quick decisions based on their spontaneous creativity and intuition. 7although a careful analysis is still required, these types of people are comfortable looking at all solutions as a whole as opposed to studying each option separately.
8the second dimension in which people differ is each individual's tolerance for ambiguity. 9managers who have a high tolerance for ambiguity are lucky in that they save a lot of time while making a decision. 10these individuals can process many thoughts at the same time. 11unfortunately, some managers have a low tolerance for ambiguity. 12these individuals must have order and consistency in the way they organize and process the information so as to minimize ambiguity.
13upon review of the two dimensions of decision making, ways of thinking and tolerance for ambiguity, and their subdivisions, four major decision-making styles become evident:
1. 14the directive style entails having a low tolerance for ambiguity as well as being a rational thinker. 15individuals who fall into the category of having a directive decision-making style are usually logical and very efficient. 16they also have a primary focus on the short run and are relatively quick decision makers. 17directive decision makers value speed and efficiency, which can cause them to be remiss in assessing all alternatives, such that decisions are often made with minimal information.
2. 18decision makers who have an analytic style of decision making have a large tolerance for ambiguity. 19compared to directive decision makers, these people require more information before making their decisions and, consequently, they consider more alternatives. 20individuals with an analytic style are careful decision makers, which gives them leeway to adapt or cope with unique situations.
3. 21decision makers who have a conceptual style of decision making look at numerous alternatives and are typically very broad in their outlook. 22their focus is on the long run of the decision made. 23these individuals are typically creative and often find creative solutions to the problem with which they are dealing.
4. 24decision makers who work well with others are said to have a behaviorial style of decision making. 25this entails being receptive to suggestions and ideas from others as well as being concerned about the achievements of their employees. 26they commonly communicate with their coworkers through meetings. 27these individuals try to avoid conflict as often as possible, because acceptance by others is very important to them.
28at least one of these decision-making styles is always used by managers. 29however, decision makers often combine two or more styles to make a decision. 30most often a manager will have one dominant decision-making style and use one or more other styles as alternates. 31flexible individuals vary their decision-making styles according to each unique situation. 32if the style is to consider riskier options (analytic style) or if the decision is made based on suggestions from subordinates (behavioral style), each style will eventually bring the decision maker to the optimal solution for the unique problem he or she is facing.
long dash—walker, introduction to hospitality management, 3rd ed., pp. 565dash–567.
which key term matches the following definition?
has low tolerance for ambiguity, is a rational thinker, values speed and efficiency, does not assess all alternatives, makes decisions with minimal information
a.
conceptual style
b.
directive style
c.
behavioral style
d.
rational decision makers