EXAMINING THE RELATION OF PERSONALITY FACTORS AND DECISION-MAKING STYLES OF HAKIM SABZEVARI UNIVERSITY MANAGERS

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1 EXAMINING THE RELATION OF PERSONALITY FACTORS AND DECISION-MAKING STYLES OF HAKIM SABZEVARI UNIVERSITY MANAGERS FATEMEH BAHRAMI*, MOHAMMAD AMIRI*, ESLAM PARANDVAR* *Hakim Sabzevari University, Assistant Professor at Department of Educational Psychology, Sabzevar, Iran. **Hakim Sabzevari University, Department of Educational Psychology, Sabzevar, Iran. ***Hakim Sabzevari University, Department of Educational Psychology, Sabzevar, Iran. ABSTRACT Pinnacle Research Journals 46 The present study was conducted in order to examine the relationship between the personality traits and the decision making styles of the managers of Hakim Sabzevari University. The statistical population includes all the managers of Hakim Sabzevari University who are in-charge of different positions. The number of managers is seventy people, 60 subjects based on Morgan Table were selected using simple random sampling method. The instruments used in the present study are Scott and Bruce General Decision Making Styles Questionnaire (1995) and NEO personality traits questionnaire. In order to analyze the data, description and inferential statistics including Pearson, step by step regression, t test, unidirectional ANOVA and Tokay follow-up test were used. The results indicated that: the marital and single status did not affect the decision making styles of the manager and education and experience only affected the avoidance decision making styles. The extroversion and consciousness personality traits had a positive significant relationship with the rational decision making styles and the neurotic trait had a negative significant relationship with the rational decision making. The psychotic trait had a positive significant relationship with the spontaneous decision making style and consciousness trait had a significant negative relationship with the spontaneous decision making style. The neurotic trait had a positive significant relationship with avoidance decision making style and the extrovert and consciousness personality traits had negative significant relationship with avoidance decision making style. In addition, none of the personality traits had any significant relationship with the intuitional decision making styles and dependence. KEY WORDS: Personality, decision making styles, management.

2 INTRODUCTION Since the first days of history the social life necessities of human beings have put them in a way to collaborate with each other to protect each other and satisfy their joint needs. Over time the complexities appeared in human life, cooperation in its primary meaning has become dependent to discipline and order. By these changes and the necessity of cooperation in human life the demand to establish organizations has appeared, so that today`s society is called organizational society. Decision-making is one of the principal processes in organization and is considered the main responsibility of managers in all levels, so that some experts argue that all the management is decision-making. It is the management decisions that determine the success or the failure of an organization (Schwenk, 1998). Dynamic contexts in today`s professional settings need managers who are clever decision makers and are able to make prompt, useful and effective decisions; this kind of decisions have an essential role in performance forming of an organization (Riaz & Hagyue, 2012). Managers` decision making is not merely an ordered, specified and logical activity. A manager views the decision-making as a central task. He (she) should continuously opt what to do, when and where to do and even how to do. Sometimes the situation is unspecified, complex or similar and this makes the decision-making difficult. managers often are faced with the situations, opportunities and threats that they must make a decision for all their activities. Therefore, decision-making is the cardinal responsibility of a manager in an organization (kummar, 1998; Thunholm, 2004). Experts argue that managers decide in various styles. Responding pattern of one to a decisionmaking situation is called decision-making style (Scott & Bruce, 1995). These styles are fixed over the time and their fluidity is dependant to the context and maybe changed due to the environmental factors if necessary (Wood, 2012). Scat and Bruce 1995 styles as follows are the most important categories of them: Pinnacle Research Journals Rational decision-making style 1 : the main attribute of this style is examining and analyzing solutions and different alternatives, and one can analysis all the methods rationally (Martin et al., 2005). 2. Intuitive decision-making 2 : this style is based on the intuition and sense. One is acting upon his experiences and it is different from analyzing methods (kummar, 1998; Thunholm, 2004; Martin et al., 2005). 3. Dependant decision-making style 3 : in this style is dependant to others guidance and advice and cannot act independently (Martin et al., 2005; Wood, 2012). 4. Avoidance decision-making 4 : in this style one tries to postpone the decision as much as possible (Scott & Bruce, 1995). 1 Rational Decision making style. 2 Intuitive decision-making style 3 Dependant decision-making style

3 5. Spontaneous decision-making style 5 : emergency sense and desire to make a decision as soon as possible is the main characteristic of this style (Martin et al., 2005; Wood, 2012). In all organizations, good decision-making is related to increased profitability (Wood, 2012). Past studies indicate that there are various factors influencing decision styles. In demographic factors, studies show that older people use heuristic and intuitive styles more; and younger people adopt rational styles much more (Martin et al., 2005). Domestic studies point out to contrasted results about age effect on decision-making. Thompson 6 (2010) and Martin (2005) have shown the non-relation between sex and decision-making among managers which domestic researches confirmed it (Hamidi, 2011; Thompson, 2005). Social variables are other influential factors on decision-making. Ye-Park 7 (2003) indicated that collectivism cultures adopt avoidance and intuitive style more and individualist cultures use rational style (Alkhatan et al., 2011). Furthermore, group decisions of collectivism culture are more collaborative while in individualist culture, one adopts consulting decisions much more (kummar, 1998; Thunholm, 2004; Martin et al., 2005). Professional context factors are also influential in decision-making. Watt 8 (2000) and Martin (2005) studies showed that rule-based and skill-based behaviors follows rational styles, and knowledge-based behaviors use intuitive style (Baker, 2007). Ryan 9 (1998) and Martin (2005) argued that when the time pressure is high, people use heuristic strategies in decision-making, and if a context is vague rational and intuitive styles are less used (Ryan, 2009). In a high-tech professional context intuitive decision is more adopted. Managers, in governmental organizations, use dependant and avoidance styles more while managers in private sectors use spontaneous and rational styles rather (Muller, 2009). Pinnacle Research Journals 48 Researches show that in addition to environmental and situational factors, personal and individual factors are also influential in managers` decision-making. All the managers do not act in a same way and like other people have their own personal differences, talents, motivations, desires and attitudes which are due to the personal differences of each person (Fredson, 1999). The most well-known categorization for personal characteristics is Care and Costa 10 (1992) category. They introduce five determining factors as follow: Neuroticism 11, extrovertism 12, conscientiousness 13, agreeableness 14, openness 15. Study results indicate that personal characters have affects on decision-making styles. In addition, from personal factors such as conscientiousness forecasting managers` decision-making is made possible. Findings show that 4 Avoidance decision-making style 5 Spontaneous decision making style 6 Thompson 7 Ye-park 8 watt 9 Ryan 10 Carre and Costa 11 Neuroticism 12 extrovertism 13 conscientiousness 14 agreeableness 15 openness

4 people with more internal control source use avoidance, dependant, and spontaneous style much more that people with external control source. Also, creation has a meaningful relation with intuitive style and social desirability. Furthermore, rational and intuitive style has a positive relation with self confidence and intuitive decision-makers are more risk-taking than other decision-makers (Boudreaux, 2001). In the domestic area, Alizadeh et al (2011) pointed out that emotion intelligence has a positive relation with intuitive style. Additionally, managers` cultural intelligence has a meaningful relation with rational, intuitive and spontaneous styles (Heydari, 2011). Sum of the findings state that decision-making is the main essence of manager`s activities in organizations. One of these organizations is the ministry of science, research and technology which due to its role in knowledge production and promoting expert force, its decision-making quality has a great importance. This quality can be affected by various factors among which manager`s personal characters can be named. In the domestic area there has been a few studies related to this issue specifically in universities. So, the present study is going to examine the Hakim Sabzevari University managers` decision-making style according to above-mentioned five personal factors (NEO). Main Hypothesis - Demographic variables (education, work experience, and marital status) of managers have affect on their general decision-making styles. - There is a meaningful relation between personal factors and general decision-making styles. Secondary Hypothesis - Marital status of managers has effect on their general decision-making styles (rational, intuitive, spontaneous, avoidance and dependant). - Managers work experience has effect on their general decision-making styles. Pinnacle Research Journals 49 - Managers` education has effect on their general decision-making styles. - There is relation between personal factors and managers` rational decision-making styles. - There is relation between personal factors and managers` intuitive decision-making styles. - There is relation between personal factors and managers` spontaneous decision-making styles. - There is relation between personal factors and managers` avoidance decision-making styles. - There is relation between personal factors and managers` dependant decision-making styles.

5 METHODOLOGY The methodology of the present study is the type of correlational research. Correlational research includes all the researches in which it is tried to determine the relation between various variables using correlation coefficient. The aim of this kind of research is to study the changes range of one or more variable with the changes range of one or more other variables (Delavari, 2001). Statistical population, sample and sampling method Statistical population of the present study covers all the managers of Hakim Sabzevari University in 2012 including educational, cultural, administrative, financial and managers. From 70 of them who were selected by the simple random sampling method and Morgan Table; 60 persons were picked up and then, with cooperation of university authorities questioners were distributed among them. Study Tool To collect data in the study two questioners of Scot and Bruce General Decision-making Styles and Personal Questioners (NEO, short form) were used. A short description of these questioners is provided as follows: Questioners of General Decision-making Styles: this kind includes 25 questions which every 5 one of them is related to one of the five decision-making styles (rational, intuitive, spontaneous, avoidance and dependant). Likert Scale is used to respond the questions. Pinnacle Research Journals 50 NEO-FFL Questioners (short form): the edited version of NEO personal questioner is a kind of self-assessment questioner for personal characters based on famous personal pattern named Five Factor Model. This questioner includes 60 questions. In this method the minimum score is zero and the maximum is 48. About NEO short form validity, results of several studies indicating that subscales of NEO have an appropriate internal homology. For example, McCrae and Costa reported Cronbach's alpha ratio in the range from 68% to be successful to 86% for neuroticism. In addition, results of the Moradian and Nazlak shows that Cronbach's alpha of neuroticism, extrovertism, openness, agreeability and consciousness are respectively: 84%, 75%, 74%, 75%, 83%. In Iran this questionnaire has been standardized. By test re-test for 208 students in a period of 3 months, validity of the questionnaire for factors N, E, O, A, C were respectively 83%, 75%, 80%, 79% and 79%. Furthermore, in Mollazadeh`s research, validity ration of test re-test in a period of 37 days for 76 Martyr`s Children for neuroticism, extrovertism, openness, agreeability and consciousness were reported respectively 83%, 78%, 73%, 79%, 85%. Cronbach's alpha ration for neuroticism 86%, extrovertism 83%, openness 74%, agreeability 76% and consciousness 87% and the total Cronbach's alpha 83% is obtained. An important relation has been reported in the area of simultaneous justifiability of this questionnaire and Myers-Briggs Type Indicator 16, Minnesota multi-facet questionnaire, edited version of California 16 Myer Briggs

6 questionnaire, Guilford and Zukerman 17 Temperament Survey, trait inventory and inter-personal trait scale. Also, there are reports about justifiability of NEO short form factors. McCrae and Costa argue that NEO short form tool has a great compatibility with its full version, so that the scales of the short form have the coefficient of more than 68% with scales of the full form. In another study, they reported that NEO five factor validity based on spouse and peers assessment were respectively in a range of 44% for consciousness to 65% for openness. In addition, in this study it is reported that this questionnaire shows an 85% variance in convergent validity which is obtained from the similar traits assessments by using traits confirmation and spouse and peers evaluation. DATA COLLECTION METHOD To collect data, necessary arrangements were done with university authorities. Then, for the needed sample, a list of managers was prepared and by using simple random sampling method and Morgan table the sample was selected. To implement the questionnaire they were distributed to the managers by visiting them in their offices and after completing were received to scoring. This test was done individually. Scoring was done using Likert scale in 5 point. After finishing scoring, data were analyzed using SPSS software. DATA ANALYSIS To data analysis both descriptive and inferential statistical method by SPSS software were used. Descriptive statistics: frequency, percentage, average and standard deviation. Referential statistics: coefficient, step by step regression, t-test, one way variance analysis and Turkey's test. RESULTS TABLE 1: FREQUENCY AND PERCENTAGE VARIABLES OF EDUCATION, MARITAL STATUS AND WORK EXPERIENCE AMONG UNIVERSITY MANAGERS variable frequency percentage Pinnacle Research Journals 51 education Marital status 17 Zukerman graduate 6 10% Post graduate % PhD 24 40% No response % single 3 5% married % No response %

7 % Work experience % 20 and over 18 30% No response % Table 1 shows demographic study including frequency and percentage variables of education, marital status and work experience of managers. In research sample 26.7 percent of managers had post graduate, 40 percent PhD and 10 percent graduate degree. Also, 73.3 percent were married and 5 percent single and 23.3 percent has 1-9 years, 18.3 percent years and 30 percent over 20 years work experience. First Hypothesis Marital status and bachelorhood has a meaningful effect on managers` decision-making. TABLE 2: T-TEST RESULTS OF INDEPENDENT GROUPS TO COMPARE MARRIED AND SINGLE MANAGERS` DECISION-MAKING STYLES Marital status frequency Average Standard deviation T Freedom degree Sig mean Rational decision Intuitive decision single married single married Pinnacle Research Journals 52 Dependant decision Spontaneous decision Avoidance decision single married single married single married To test this hypothesis t-test was used. Results shows that according to the meaningfulness level marital status of married or single did not have any influence on any of the managers` decisionmaking styles, so the above hypothesis is not confirmed.

8 Second Hypothesis Work experience has a meaningful effect on managers` decision-making style. TABLE 3: COMPARING STUDIED MEANS Sum of squares Freedom degree mean square F Sig intergroup rational Intragroup total intergroup intuitive Intragroup total intergroup dependant Intragroup total Pinnacle Research Journals 53 Spontaneous avoidance total intergroup Intergroup Intragroup Intragroup total

9 To test this hypothesis one way variance analysis is used. As can be seen in the table work experience only had meaningful effect on avoidance style (F (2 and 42) and P= 0.024) and did not have meaningful effect on other styles. TABLE 4: TUKEY TEST TO FIND STUDIED MEANS Control group Comparison group Mean difference Standard deviation meaningfulness Avoidance decisionmaking Over Over Over To examine the work experience effect on avoidance style Tukey test is used. Table 4 results show that avoidance style of managers who have 1-10 years of work experience is different from those who have years of work experience. To examine the mean difference in both groups, means of them were compared. Findings indicate that mean of the first group (12.21) is higher than the mean of the second group (15.55) and this difference in meaningful. Pinnacle Research Journals 54 Third Hypothesis Education level has a meaningful effect on managers` decision-making. TABLE 5: COMPARING STUDIED MEAN DIFFERENCES (VARIANCE ANALYSIS) rational Sum of squares Freedom degree intergroup Intra-group total mean squares F Sig

10 intuitive intergroup Intra-group total dependant intergroup Intra-group total Spontaneous intergroup Intra-group total avoidance intergroup Intra-group total To test this hypothesis one way variance analysis is used. As can be seen in the table education level only had meaningful effect on avoidance style (F (2 and 43) & P= 0.025) and did not have meaningful effect on other styles. TABLE 6: TURKEY'S TEST TO FIND STUDIED MEAN DIFFERENCES Pinnacle Research Journals 55 avoidance Control group graduate Post graduate PhD comparison Post graduate PhD Graduate PhD Graduate Post graduate Mean difference Standard deviation meaningfulness

11 To examine and confirmation of the variance analysis test, Turkey's test was used. As can be seen avoidance decision-making style among graduate and post graduate has a meaningful difference. To examine the mean difference in both groups, means of both groups were compared. Results show that mean of the first group (16.17) is higher than the mean of the second group (12.38) and mean differences is meaningful. Forth Hypothesis There is a meaningful relation between personal factors NEO and decision-making styles (rational, intuitive, dependant, spontaneous and avoidance). TABLE 7: COEFFICIENT OF PERSONAL FACTORS AND DECISION-MAKING STYLES. Personal factors neuroticis m extrovertis m opennes s agreeablenes s conscientiousnes s Rational decisionmaking style Pearson coefficient meaningfulnes s 0.314* 0.283* * ** Pinnacle Research Journals 56 Intuitive decisionmaking style Dependant decision-making style Spontaneous decisionmaking style Pearson coefficient meaningfulnes s Pearson coefficient meaningfulnes s Pearson coefficient **

12 meaningfulnes s Avoidance decision-making style Pearson coefficient meaningfulnes s 0.470** ** [*=0.05] and [**=0.01] number According to the data from coefficient table there is a meaningful relation between personal factors and decision-making styles. In the level (0.01), there is a positive meaningful relation between personal factors of conscientiousness and decision-making style. There is a positive meaningful relation between personal factor of extrovertism and the rational decision-making style, a positive meaningful relation between personal factor of neuroticism and the avoidance decision-making style, and a negative meaningful relation between personal factor of extrovertism and the conscientiousness and avoidance decision-making style. In the level of (0.05), there is a negative meaningful relation between personal factor of neuroticism and the rational decision-making style, a positive meaningful relation between personal factor of extrovertism and the rational decision-making style, and a negative meaningful style between personal factor of conscientiousness and the spontaneous decision-making style. Pinnacle Research Journals 57 To investigate the anticipation possibility step by step regression analysis was used. In this method, the element having the maximum relation with the criterion variable first is applied to the regression. In the next step, the second anticipation variable with the first variable is applied and until the regression is meaningful these steps are repeated. Forth Secondary Hypothesis There is a meaningful relation between personal factors NEO and rational decision-making style. Statistical index TABLE 8: VARIANCE ANALYSIS OF ANTICIPATION VARIABLE Sum of squares Freedom degree Mean square F R R² Sig regression Remaining regression Total remaining

13 According to the table 8 factor of conscientiousness was inserted to the regression so that F value become meaningful to the level (thousandth). R 2 generated by the regression shows that percent of the criterion changes is predictable by the factor of conscientiousness. The regression contained only one step. TABLE 9: STEP BY STEP REGRESSION PROCEDURE FOR PREDICTION VARIABLE Statistical indicators B Standard deviation Beta T Sig Fixed value Factor of conscientiousness According to the above table B is the regression line ration that its ratio is for the factor of conscientiousness. Beta ratio results show that agreeableness was inserted and their relation is meaningful to the thousandth level. Beta is calculated (0.443); that is with a change of one unit in factor of conscientiousness the criterion variable changes Seventh Secondary Hypothesis TABLE 10: PREDICTION VARIABLE VARIANCE ANALYSIS Statistical indicators Sum of squares Freedom degree Mean square F R R² Sig Pinnacle Research Journals 58 regression Remaining regression Total remaining Based on table 10 neuroticism was inserted to the regression that its value is meaningful to the level of thousandth. R 2 generated by the regression shows that percent of the criterion changes is predictable by the factor of neuroticism. The regression contained only one step.

14 TABLE 11: STEP BY STEP REGRESSION PROCEDURE FOR PREDICTION VARIABLE Statistical indicators B Standard deviation Beta T Sig Fixed value Factor of neuroticism According to the table 11 B is for the factor of neuroticism. Beta ratio results show that neuroticism was inserted and their relation is meaningful to the thousandth level. Beta is calculated ; that is with a change of one unit in factor of neuroticism the criterion variable changes Eighth Secondary Hypothesis There is a meaningful relation between personal factors NEO and avoidance decision-making style. TABLE 12: PREDICTION VARIABLE VARIANCE ANALYSIS Statistical indicators Sum of squares Freedom degree Mean squares F R R² Sig First step Remaining regression Pinnacle Research Journals 59 Total remaining Second step Remaining regression Total remaining According to the table 12 in the first step factor of conscientiousness was inserted to the regression so that its F becomes meaningful to the level of thousandth. R 2 of the first step shows that percent of the criterion changes by the factor of conscientiousness are predictable. In the second step, regression was calculated by inserting the factor of neuroticism F and is

15 meaningful to the level of thousandth and R 2 of the second step regression shows that percent of criterion changes are predictable by the factor of neuroticism. TABLE 13: STEP BY STEP REGRESSION PROCEDURE FOR PREDICTION VARIABLE Statistical indicators B Standard deviation Beta T Sig Fixed value (first step) factor of conscientiousness Fixed value (second step) factor of conscientiousness factor of neuroticism According to the table 13 B in the first step of regression is for the factor of conscientiousness. Beta ratio results show that in the first step of regression conscientiousness variable was inserted and its relation is meaningful to the thousandth level. Beta is calculated ; that is with a change of one unit in factor of conscientiousness the criterion variable will have reverse change. In the second step the factor of neuroticism was inserted, that this relation is meaningful to the level of thousandth. With inserting the neuroticism variable, Beta of the conscientiousness is decreased Beta value of the neuroticism is 0.317; that is with a change of one unit in factor of neuroticism the criterion variable changes DISCUSSION AND CONCLUSION Pinnacle Research Journals 60 The present study proposed assumptions to investigate the relation of personal factors NEO and managers` decision-making styles. In addition, the hypothesis pertaining to this relation, and the effect of 3 demographic variables (marital status, education and work experience) are discussed too. First Primary Hypothesis: demographic variables have a meaningful effect on managers` decision-making style. First Secondary Hypothesis: marital status has a meaningful effect on managers` decisionmaking style. Findings show that marital status does not have a meaningful effect on managers` decisionmaking style and cannot be considered an influential factor on managers` decision-making style.

16 In his research, Sonders 18 (2008) found that marital status does not have a meaningful effect on managers` decision-making style (Sonders, 2008). (Most studies have used variables such as age, sex, work experience and education in their investigation about demographic variable on managers` decision-making). Second Secondary Hypothesis: managers` work experience has a meaningful effect on their decision-making style. According to the results, managers work experience has a meaningful effect on only avoidance decision-making style. Mean examination indicates that more work experience, less avoidance decisions will be made. Riath & Johaug (2012) consider the avoidance style the most inefficient decision-making style and argue that managers having this style try to avoid decisions, thus can accept the results relatively. To converge with other study results, findings of Tehrani Moghaddam (2008), Reza Zadeh (2010), Hulderman 19 (2003), Spicer, Smith and Sadler 20 (2005) and Sanders 21 (2008) are provided. Their findings show that education level does not have any effect on managers decision-making style, confirm this result and only correct the avoidance style. * In general confirmation of results Scott and Bruce (1995) view based on intrapersonal nature of decision-making style can be used in which demographic variables are not influential factors on decision-making styles (Thompson, 2005). Second Primary Hypothesis: personal factors NEO have a meaningful relation with managers` decision-making style. Pinnacle Research Journals 61 Forth Secondary Hypothesis: there is a meaningful relation between personal factor NEO and rational decision-making style. Based on the results there is a negative meaningful relation between neuroticism factor and rational decision-making style, and there is a positive meaningful relation between consciousness factor and extrovertism. Morosanova and Indina 22 (2009) found that people who have high exciting tension (neuroticism) have a negative effect on their own rational decision-making. Extroverts are active, energetic and self-confident and since rational decision-making, sufficient assessment of available choices, investigation about necessary information and internal and external situation analysis are considered the conclusion can be made that extroverts use rational decision-making style more (India,2009). Covin and Slevin 23 (1988) argue that in organizations having official structure, rational decision-making style results in high performance (Covin et al., 2001). Martin (2005) finding shows that consciousness factor has a positive meaningful relation with rational decision-making. Nicole (2012) stated in her study that there is a positive and meaningful relation between rational decision-making style and decision-making quality. To predict rational decision-making style from personal factors NEO a regression was done. The results show that rational decision-making style is predictable 18 Sanders 19 Hulderman 20 Spicer, Smith & Sadler 21 Sanders 22 Morosanova and Indina 23 Covin and Slevin

17 from personal factor of consciousness. It means that with 19.7 percent of changes, criterion variable is determined by consciousness factor. Fifth Secondary Hypothesis: there is a meaningful relation between personal factor NEO and intuitive decision-making- style. Research results show that there is no meaningful relation between personal factors and intuitive decision-making style. Intuitive decision-making style is more applicable in situations where organization managers are in higher levels, and managers who are in lower levels with specified, clear and structured status need intuitive decision-making style much less. On the other hand, this style is appropriate in situations in which organization is faced with change pressure(thunholm, 2004) Argue that using intuitive decision-making style is appropriate when an organization has an open environmental structure. Since the present community of this research is composed of managers in different levels and the university structure is not in a way to face change pressure or having a complex situation, the conclusion can be inferred that generated results are acceptable. Nicole (2012) believes that intuitive style is an inefficient style since one has not analysis the possible ways and desire to make a decision as soon as possible. On the other hand, she states that adopting intuitive style by itself does not have certain effect and to make it effective it is better to use a combination of intuitive and rational styles together. Sixth Secondary Hypothesis: there is a meaningful relation between personal factor NEO and dependant decision-making style. Results show that there is no meaningful relation between personal factor NEO and dependant decision-making style. People with dependant decisionmaking style needs others support to make a decision and are relied to others guidance and recommendation before making any decision (Thompson, 2005). Scott and Bruce (1995) find no relation between dependant style and decision outcomes. Maybe it is because of this fact that people with dependant decision-making style are inactive in decision-making and try to avoid decision-making (Heydari, 2011). Generally, characteristic of people with dependant decisionmaking is contrasted with the nature of a manager who is at top of an organization and has to make important decisions. Pinnacle Research Journals 62 Seventh Secondary Hypothesis: there is a meaningful relation between personal factor NEO and spontaneous decision-making style. Results show that there is a negative meaningful relation between consciousness personal factor and spontaneous decision-making style, and there is a positive meaningful relation between neuroticism factor and spontaneous decision-making style. Effectiveness of managers` management is subject to rational and weighted decision making and Russ 24 found that there is a negative relation between spontaneous decision-making style and management effectiveness (Thompson, 2005). On the other hand, spontaneous decision-making style which is characterized by decision making in the shortest time possible, is contrasted with creation which has a slow proceeding. Spontaneous decision-making style is considered a kind of intuitive decision-making in which the pace of decision-making is high and it is better to be used when there is a vague situation, time pressure and great complexity. To predict spontaneous decision-making style from personal factor NEO a regression was done in which 23.6 percent of spontaneous style changes can be predicted from neuroticism factor. 24 Russ

18 Fast and effective decision making is dependant to correct assessment of situation without mental effect interruptions. In time pressure situation, without being influenced by irrelevant and confused thoughts, decision-maker must have an appropriate self-assessment (Hamidi, 2011). Since spontaneous decision-making style is to making decision in the shortest possible time, one can say that in some cases because of quick decision making, inaccurate decisions are made which one of its reasons is personal factors of managers because neurotics have pulsed and anxious personality. Eighth Secondary Hypothesis: there is a meaningful relation between personal factor NEO and avoidance decision-making style. Results indicate that extrovertism and consciousness personal factors have a negative meaningful relation with avoidance decision-making style, and there is a positive meaningful relation between neuroticism and avoidance decision-making style. Pinnacle Research Journals 63 Scott and Bruce (1995) consider the avoidance decision-making style a kind of non decisionmaking. Elydi 25 (2006) knows non-decision as a situation in which person is in the process of decision-making, but is not able to make a decision and this results in negative excitement such as stress and anxiety in him or her. Since stress and anxiety are the characteristics of neuroticism one can conclude that neuroticism and avoidance decision-making style has a meaningful relation. In their study, Hadi Zadeh Moghaddam, Tehrani and Amin (2011) argue that people with avoidance decision-making style try to avoid making decision in the necessary situation and try to postpone it. Based on this, one can conclude that these people have low levels of consciousness. Being energetic and active are the characters of extroverts, so can conclude that avoidance decision makers who try to avoid making decision have low levels of extrovertism. To predict, a regression of variables was done in which percent of avoidance decision-making style changes is determined from neuroticism factor, and 22.6 percent of its changes is determined from consciousness factor. Based on regression results, predicting avoidance decision-making style from neuroticism factor is directly and a change in neuroticism factor in any direction is followed by a change in avoidance style in the same direction. But, predicting avoidance decision-making style via consciousness factor is reverse. That is, a change in consciousness factor is followed by a reverse change in avoidance style. DISCUSSION Today, cognitive approach and research related to it in sensitive and stressed work environments are essential. This issue highlights necessary concerns to managers` decision-making. Decisionmaking is a cognitive process which is influenced by inter-organizational and intraorganizational factors. According to the present study results it is suggested that: Similar studies should be performed among managers of other organizations and the results should be compared to acquire predictable variables. Regarding the rich results of quality research it is suggested to implement quantity-quality research related to the subjects. 25 Elydi

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