Managerial decision making styles, decision making skills and organizational effectiveness amongst deans of public universities in Malaysia / Leele Susana Binti Jamian

Decision making holds a fundamental function as it is pivotal in all organizations. Henceforth, quality of decision made often portray the effectiveness of leaders which subsequently affects the effectiveness of the whole organisation. In light of this, the current study aimed to explore the relati...

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Main Author:	Jamian, Leele Susana
Format:	Thesis
Language:	English
Published:	2015
Subjects:	Administrative personnel Supervision and administration. Business management
Online Access:	http://ir.uitm.edu.my/id/eprint/15786/ http://ir.uitm.edu.my/id/eprint/15786/1/TP_LEELE%20SUSANA%20JAMIAN%20ED%2015_5.PDF

id	uitm-15786
recordtype	eprints
spelling	uitm-157862016-12-18T09:19:59Z http://ir.uitm.edu.my/id/eprint/15786/ Managerial decision making styles, decision making skills and organizational effectiveness amongst deans of public universities in Malaysia / Leele Susana Binti Jamian Jamian, Leele Susana Administrative personnel Supervision and administration. Business management Decision making holds a fundamental function as it is pivotal in all organizations. Henceforth, quality of decision made often portray the effectiveness of leaders which subsequently affects the effectiveness of the whole organisation. In light of this, the current study aimed to explore the relationship of managerial decision making styles (DMS), decision making skills (DMSKILLS) and organizational effectiveness (OE) among deans of public universities in Malaysia. This study was guided by four research objectives and five research questions. A descriptive-correlational research design employing the mixed-methods approach was used to explore these relationships. Two groups of respondents were involved in the study namely: 54 deans and 716 subordinates from four randomly selected Malaysian public universities. Quantitative data were collected from respondents via survey while qualitative data were collected via open-ended questions and semi-structured interviews. Findings indicated that a majority of deans rated themselves as Behavioural decision-makers and this was corroborated by their subordinates. Secondly, there was a significant difference in the rating of deans and their subordinates with regards to DMSKILLS. The deans rated themselves as possessing high DMSKILLS (M=5.80) whilst their subordinates felt they possessed a moderate to a high frequency level of DMSKILLS (M=4.75). Thirdly, there was also a significant difference in the ratings on OE as the deans (M=5.42) displayed averagely higher mean score than their subordinates (M=4.88). Furthermore the study revealed that there was a significant relationship between deans’ managerial DMS levels and OE. Results via MANOVA analysis indicated that there were patterns of relationships between managerial DMS and OE rated by the subordinates. Deans’ Analytical decision style which embodied the autocratic bent has influenced two OE constructs, namely Professional Development and Quality of the Faculty (PDQF), and Organizational Health (OH). These findings suggested that the more dominant the deans’ Analytical decision style, the more effective the PDQF and OH constructs of the public universities in Malaysia. Lastly, findings revealed that both deans (R=.471) and their subordinates (R=.507) rated the statistical relationship magnitude between DMSKILLS and OE as positive and moderate. In addition, the multivariate regression results by deans implied that 22.2% (R2 =0.222) of the variance in OE score could be predicted from independent variables in DMSKIILS dimensions in comparison to 25.7% (R2 =0.257) by the subordinates. All in all, the study revealed that there were significant relationships of deans’ managerial DMS and DMSKILLS towards OE at the public universities in Malaysia. Hence, all these lead to important implications in the aspect of theoretical and empirical contributions, as well as the methodological, policy and training implications. 2015 Thesis NonPeerReviewed text en http://ir.uitm.edu.my/id/eprint/15786/1/TP_LEELE%20SUSANA%20JAMIAN%20ED%2015_5.PDF Jamian, Leele Susana (2015) Managerial decision making styles, decision making skills and organizational effectiveness amongst deans of public universities in Malaysia / Leele Susana Binti Jamian. PhD thesis, Universiti Teknologi MARA.
repository_type	Digital Repository
institution_category	Local University
institution	Universiti Teknologi MARA
building	UiTM Institutional Repository
collection	Online Access
language	English
topic	Administrative personnel Supervision and administration. Business management
spellingShingle	Administrative personnel Supervision and administration. Business management Jamian, Leele Susana Managerial decision making styles, decision making skills and organizational effectiveness amongst deans of public universities in Malaysia / Leele Susana Binti Jamian
description	Decision making holds a fundamental function as it is pivotal in all organizations. Henceforth, quality of decision made often portray the effectiveness of leaders which subsequently affects the effectiveness of the whole organisation. In light of this, the current study aimed to explore the relationship of managerial decision making styles (DMS), decision making skills (DMSKILLS) and organizational effectiveness (OE) among deans of public universities in Malaysia. This study was guided by four research objectives and five research questions. A descriptive-correlational research design employing the mixed-methods approach was used to explore these relationships. Two groups of respondents were involved in the study namely: 54 deans and 716 subordinates from four randomly selected Malaysian public universities. Quantitative data were collected from respondents via survey while qualitative data were collected via open-ended questions and semi-structured interviews. Findings indicated that a majority of deans rated themselves as Behavioural decision-makers and this was corroborated by their subordinates. Secondly, there was a significant difference in the rating of deans and their subordinates with regards to DMSKILLS. The deans rated themselves as possessing high DMSKILLS (M=5.80) whilst their subordinates felt they possessed a moderate to a high frequency level of DMSKILLS (M=4.75). Thirdly, there was also a significant difference in the ratings on OE as the deans (M=5.42) displayed averagely higher mean score than their subordinates (M=4.88). Furthermore the study revealed that there was a significant relationship between deans’ managerial DMS levels and OE. Results via MANOVA analysis indicated that there were patterns of relationships between managerial DMS and OE rated by the subordinates. Deans’ Analytical decision style which embodied the autocratic bent has influenced two OE constructs, namely Professional Development and Quality of the Faculty (PDQF), and Organizational Health (OH). These findings suggested that the more dominant the deans’ Analytical decision style, the more effective the PDQF and OH constructs of the public universities in Malaysia. Lastly, findings revealed that both deans (R=.471) and their subordinates (R=.507) rated the statistical relationship magnitude between DMSKILLS and OE as positive and moderate. In addition, the multivariate regression results by deans implied that 22.2% (R2 =0.222) of the variance in OE score could be predicted from independent variables in DMSKIILS dimensions in comparison to 25.7% (R2 =0.257) by the subordinates. All in all, the study revealed that there were significant relationships of deans’ managerial DMS and DMSKILLS towards OE at the public universities in Malaysia. Hence, all these lead to important implications in the aspect of theoretical and empirical contributions, as well as the methodological, policy and training implications.
format	Thesis
author	Jamian, Leele Susana
author_facet	Jamian, Leele Susana
author_sort	Jamian, Leele Susana
title	Managerial decision making styles, decision making skills and organizational effectiveness amongst deans of public universities in Malaysia / Leele Susana Binti Jamian
title_short	Managerial decision making styles, decision making skills and organizational effectiveness amongst deans of public universities in Malaysia / Leele Susana Binti Jamian
title_full	Managerial decision making styles, decision making skills and organizational effectiveness amongst deans of public universities in Malaysia / Leele Susana Binti Jamian
title_fullStr	Managerial decision making styles, decision making skills and organizational effectiveness amongst deans of public universities in Malaysia / Leele Susana Binti Jamian
title_full_unstemmed	Managerial decision making styles, decision making skills and organizational effectiveness amongst deans of public universities in Malaysia / Leele Susana Binti Jamian
title_sort	managerial decision making styles, decision making skills and organizational effectiveness amongst deans of public universities in malaysia / leele susana binti jamian
publishDate	2015
url	http://ir.uitm.edu.my/id/eprint/15786/ http://ir.uitm.edu.my/id/eprint/15786/1/TP_LEELE%20SUSANA%20JAMIAN%20ED%2015_5.PDF
first_indexed	2023-09-18T22:54:38Z
last_indexed	2023-09-18T22:54:38Z
_version_	1777417772156846080

Managerial decision making styles, decision making skills and organizational effectiveness amongst deans of public universities in Malaysia / Leele Susana Binti Jamian

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