Spontaneous Decision Making in the Work Place and Gender Differences

Spontaneous Decision Making in the Work Place and Gender Differences

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PROJECT TOPIC AND MATERIAL ON SPONTANEOUS DECISION MAKING IN THE WORK PLACE AND GENDER DIFFERENCES

                              

The Project File Details

  • Name: Spontaneous Decision Making in the Work Place and Gender Differences
  • Type: PDF and MS Word (DOC)
  • Size: [80 KB]
  • Length: [76] Pages

 

CHAPTER ONE

INTRODUCTION

 

1.1 BACKGROUND OF THE STUDY

Men’s and women’s conduct has an impact on not just ordinary life, but also business concerns. Women, for example, are thought to be more intuitive and risk-averse than men. Intuition, experience, and emotive reactions are used to make decisions. Analytic, computational, rational, and deliberative systems are offered for the other systems. The intuitive, experiential affective system is also considered to be responsible for modifying or nullifying biased choices made by the rational, deliberative system (Evans, 2008; Kahneman, 2003). Deliberation and analysis are used to make “good” (i.e., unbiased) judgments in these dual process models. Reyna’s (2004) fuzzy trace theory, on the other hand, indicates that excellent judgments come from a more intuitive, experienced approach. Those with more experience have a larger knowledge base, allowing them to employ gist-based processing (i.e., focusing on the most important information) and make faster judgments, whereas those with less experience may have to be more deliberate and slower in their decision-making. Others have proposed that the decision-making process be better understood as an interaction between three overlapping systems (deliberative, experiential, and emotional), emphasizing that decision-making processes do not necessarily occur in isolation (Strough, Karns, & Schlosnagle, 2011). Other critiques of dual-process theories exist (e.g., Keren & Schul, 2009), with current focus on whether data supports the existence of two separate systems (Evans & Stanovich, 2013; Frank, Cohen, & Sanfey, 2009; Keren, 2013; Kruglanski, 2013). Although dual-process models have been challenged as insufficient, they have acted as a guide for most of today’s decision-making research and so provide a helpful means of organizing past work.

1.2 STATEMENT OF THE PROBLEM

The efficiency of labor is mostly determined by the personnel. Depending on gender, organizational choices may have a varied level of efficiency. Gender disparity is a hot topic in the workplace these days. Women’s salaries are lower in many companies. They also have fewer possibilities for advancement. The objective of this essay is to highlight the gender disparities in working and decision-making processes that have an impact on management effectiveness and total organization success. Every day, people are faced with situations in which they must make a decision, whether small or big. Individual variations in decision-making styles or reaction patterns that people report utilizing to make decisions have recently been considered by researchers. Understanding these styles is critical since the way a person makes decisions has been demonstrated to have a significant impact on work performance. The way a person makes decisions may be influenced by their age and gender. Previous studies have looked at different decision-making styles independently using a variable-centered approach. Men and women have been compared in their stated use of intuition, while men and women have been contrasted in their claimed use of reason (Sadler-Smith, 2011; Sinclair, Ashkanasay, & Chattopadhyay, 2010). This sort of research produces mixed results when it comes to age and gender disparities. A person-centered approach to examining decision-making patterns may give a better understanding of age and gender disparities. It is feasible to establish, for example, if people who tend to use reason are also less inclined to use intuition (or vice versa) and if individual variations exist in this particular “combination” of styles using a person-centered approach. The present study looked at workplace decision-making and gender disparities.

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1.3 OBJECTIVE OF THE STUDY

  1. To assess if decision making in the work place is based on gender.
  2. To assess the dominant gender in decision making in the work place.

III. To assess how managements are handling decision making in various company.

1.4 RESEARCH QUESTIONS

  1. How are decisions made in the work place?
  2. What gender is the dominant gender in decision making in the workplace?

III. How are managements are handling decision making in various company?

1.5 SIGNIFICANCE OF THE STUDY

This study will be crucial because it will provide data that will help a range of organizations and stakeholders, including privately held and publicly traded corporations, determine the extent to which gender differences impact spontaneous decision making in the workplace. It will increase workers’ knowledge of gender differences in decision-making.

1.6 SCOPE OF THE STUDY

The focus of this study is limited to spontaneous decision making in the work place and gender differences. And companies in Oghara local government, Delta state, were used as a case study.

1.7 LIMITATION OF STUDY

The study was limited given the short duration of the study. Not all companies in Delta state could not be covered and the budget was also a limit for this study.

1.8 DEFINITION OF TERMS

Decision makingDecision making is the process of making choices by identifying a decision, gathering information, and assessing alternative resolutions.

work place: a place where people work, such as an office or factory.

Gender differences: typical differences between men and women that are specific to a particular culture and influenced by its attitudes and practices.


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