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Essay / Research Paper Abstract
This 4 page paper looks at the Vroom-Yetton decision making model and assesses if this model, initially develop for Anglo American environments is suitable to be used in developing nations. The bibliography cites 3 sources.
Page Count:
4 pages (~225 words per page)
File: TS14_TEvroomyet.rtf
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Unformatted sample text from the term paper:
a model that looks at the way in which effective decisions could be made, developing the decision making model as a tool to help ineffective decision-making. The model was later
adapted with Jago, with the adaptations facilitating the use of mathematical applications within the decision-making process. The approach to decision-making is based on the idea that there is no
optimal form of leadership and therefore leaders, as well as decisions they make, should be contingent upon the circumstances in which they are made. Therefore, the decision-making model developed as
a contingency model facilitating an approach that can deal with individual problems and group problems. However, it is notable that this is a model developed for use in Anglo- American
societies; developed within that culture and reflecting the relevant values. It may be argued that this model may not be as relevant in developing countries, where according to frameworks such
as Hofstede (2003) cultural values framework, there will be different cultural influences that impact on the way in which not only decision-making is approached, but the way that any decision-making
for be utilized. To consider the application of the tool for developing nations it is necessary to first look at the decision making model. It is a model that is
deductive in nature with seven rules to be applied. The model takes the form of a decision tree, where at each stage and answers given regarding the importance level with
regard to the importance of the outcome of the question is high or low, the first question is how important the technical quality of the decision is, which can be
high or low (or yes or no), followed by how important the subordinates commitment to the decision is, high or low etc.
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