Group Presentation No.

2:

DEVELOPING ETHICAL LEADERSHIP

Instructor : Dr. Dung, Thai Tri

Topic 4:
Models of decision making Vroom-Yetton, contact the leadership behaviors to model selection decision and improve the efficiency measures for the leaders to decide
Group 4 (GaMBA01.C0111):
1. BA, NGUYEN HUU 2. TUAN, NGUYEN SY 3. TU,TRAN MINH 4. HA, DINH HONG 5. HAI, LE THI THANH 6. VIET, MAI QUOC 7. HAI, TRAN MINH 8. HUY, PHAM QUANG

CONTENTS
3 I
Leadership and leadership behaviors

II

Normative decision model with leadership behaviors

3 III

Vroom-Yetton Model decision-making

IV

Solution to develop effectiveness on decision-making process for leaders

I. Leadership and leadership behaviors

1. What is leadership?

Influencing people

Commanding people

Guiding and supporting people

THE GOAL OF ORGANIZATIONS

3

I. Leadership and leadership behaviors

2. Leadership behaviors:

Studies from Ohio University USA : 1- Interest 2- Structure

Studies from Michigan University USA: 1- Task-oriented behavior 2- Relations-oriented behavior 3- Participative leadership

I. Leadership and leadership behaviors

FOUR DECISION PROCESSES

Autocratic decision Consulting decision Group decision Authorized decision

Zero influence

Affected by other people

I. Leadership and leadership behaviors

3. Standard deciding model for leadership behaviors:

Model of Tannenbaum & Schmidt (1958) Model of Maier (1963) Model of Vroom & Yetton (1973) Model of Vroom & Jago (1988)

II. Vroom-Yetton Model decision-making

1. Vroom and Yetton Decision model:
Vroom & Yetton, and later Vroom & Jago found the following questions helpful in the sequence below :
1. Quality Requirement (QR)

2. Commitment Requirement (CR)

3. Leader's Information (LI) 4. Problem Structure (ST) 5. Commitment Probability (CP) 6. Goal Congruence (GC) 7. Follower conflict (CO) 8. Follower information (SI)

II. Vroom-Yetton Model decision-making

Five process involving decisions of subordinates:
Decision Making Style Autocratic I (AI) Description Leader solves the problem along using information that is readily available to him/her

Autocratic II (AII)

Leader obtains additional information from group members, then makes decision alone. Group members may or may not be informed.
Leader shares problem with group members individually, and asks for information and evaluation. Group members do not meet collectively, and leader makes decision alone.

Consultative I (CI)

Consultative II (CII)

Leader shares problem with group collectively, but makes decision alone .

members

Group II (GII)

Leader meets with group to discuss situation. Leader focuses and directs discussion, but does not impose will. Group makes final decision.
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II. Vroom-Yetton Model decision-making

Cause and effect relationship in standard decision-making model: Decicion making process

Quality and possible acceptance

Group/ Organization Effectiveness

Situational Variables
Situational Variables : 1. Information leader or subordinate might have 2. Possibilty of subordinate acceptance to an autocratic decision 3. Possibility of subordinate involvement if allowed 4. Disagreement between subordinates on chosen solution 5. Difficulty level of decision which require creativeness in problem solving.

II. Vroom-Yetton Model decision-making

The decision rules in the model vroom - Yetton :

Quyt nh quan trng Cp trn khng c thng tin lin quan Cp di c thng tin lin quan Quyt nh quan trng Cp di s kh chp nhn

Quyt nh chuyn quyn (AI, AII) l khng ph hp

Quyt nh quan trng Cp di khng c cng mc tiu cng vic

Quyt nh nhm (GII) l khng ph hp

Quyt nh quan trng Cp di c th s bt ng v vic la chn gii php no l ti u

Quyt nh chuyn quyn (AI, AII) v tham vn kin c nhn (CI) l khng ph hp
10

The decision rules in the model vroom - Yetton :

Quyt nh khng quan trng S chp nhn li quan trng

Quyt nh quan trng Khng xut pht t quyt nh chuyn quyn Cp di c chung mc tiu cng vic Quyt nh nhm (GII)

Quyt nh quan trng, cha c nh hnh Lnh o khng s hu thng tin v k nng cn thit

Quyt nh Nhm Tham vn c nhn lin quan (CII, GII)

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II. Vroom-Yetton Model decision-making

2. Good points Weak points of Vroom Yetton model:
GOOD POINTS WEAK POINTS

STYLE

Autocratic decision
Consulting decision

Timing for deciding is short. Save costs, time Make advantage of knowledge and experience of people. Effective if solution is for a serious and strategic problem. Group acceptance. Suitable for unimportant or very important decision

Dictator, no concern to others thinking Take times. Tend to give in, compromise Individual responsibility is not clear/well described.

Group decision

Take time. Likely to loose control or chaotic situation. Individual responsibility is not clear/well described. 12

II. Vroom-Yetton Model decision-making

2. Good points Weak points of Vroom Yetton model: Summary : 1. Vroom Yetton model crosses out some process but it does not say which process is best for making-decision 2. Vroom-Yetton model use two criteria to evaluate result: acceptance to decision and technical quality of decision in all decision-making rules 3. Vroom Yetton model does not mention situational difference though process giving YES-NO to specific situation

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III. Solution to develop effectiveness on decision-making process for leaders

1. Signals/matter that leader must take into accounts because they might lead to mistake/error :
Being arrogant/ strongly believe in personal experience Decision seems to be alike compromise and miss real core of action Decision made on personal impression or emotion.

Being too demanding in deciding

Decision making when the information is incomplete

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III. Solution to develop effectiveness on decision-making process for leaders

2. The essential elements of leadership :

Emotional Quotient Integrity Determination (strong will)

Vision
Dedication Confidence in any situation Ability to make decisions Set up a strong binding team

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III. Solution to develop effectiveness on decision-making process for leaders

3. Necessary skills:

Professional skills Communicative skills

Mental Comprehensiveness

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Group 4 - GaMBA.C0111