Management and Leadership in Nursing and Health Ca... ---- (Application of the Decision-Making Model )

6. Diagnosing the Task
107
AppLIcATIon oF THE DEcISIon-MAKInG MoDEL
Now that your decision-making style has been selected for the case example from Box 6.1., the VYJ (Vroom, 1973; Vroom & Jago, 1978, 1988; Vroom
& Yetton, 1973) model should be applied in diagnosing the task. Vroom
(1973) and Vroom and Yetton (1973) developed the decision model using
a tree format; it is commonly referred to as the decision-making tree, shown
in Figure 6.2. This tree can be described as a series of questions that move
through the situational parameters of the model (Chemers, 2000).
Notice that there are seven questions across the top of Figure 6.2.
Questions A, B, and C refer to the variable of quality, and questions D
through G refer to the variable of acceptance. Referring to the case in Box
6.1, it is necessary to start at the left of the model, Question A, and answer
the question in a yes or no format. If the answer to Question A is “no,” then
follow the “no” line to the next node and answer the question on top of that
node. Follow this format until the tree ends with a decision-making style. It
should be noted that each successive question in the quality and acceptance
sets of variables asks more specific information concerning the variable. This
process is similar to programmed history taking when an answer of yes to
“history of familial diabetes,” for example, results in more specific questions
concerning this matter being asked.
The decision model conceptually is communicating the following:
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1.
2.
3.
If acceptance of decision by followers is crucial, then get the group
involved in solving the problem.
If quality is important, with expertise being a requirement, then
find people who have the expertise and solve the problem with
their input.
When both quality and acceptance are required, then bring the
experts and the group together for problem solving.
The purpose of the decision-making tree, however, is to integrate the
variables of quality and acceptance and to suggest a decision-making
style that will take the shortest amount of time, considering the requirements of the task. Time increases as one moves down is styles from AI to
GII. Hence, if style CII is suggested at the end of the decision-making tree,
quality and acceptance are important so one should not use styles AI, AII,
or CI because the group would not be involved to the degree required in
these styles. But one could use GII if the leader thought that the group
was mature enough to solve the problem using that style and had the time
available. The problem would be solved more quickly in style CII than in
style GII.
Concluding simply, any decision-making style at or below the one indicated by the decision model in Table 6.1 is fine to use. More time, however, would be needed to solve the problem as the styles move downward.
Rigolosi, Elaine La Monica, EdD, JD, FAAN, and La Monica Rigolosi Edd, Jd Elaine. Management and Leadership in Nursing
and Health Care : An Experiential Approach, Third Edition, Springer Publishing Company, 2012. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/tride
Created from trident on 2020-12-13 11:58:34.
No
No
C
Yes
Is the
problem
structured?
No
Yes
D
No
No
No
No
CII
Yes
AII
Yes
AI
Yes
AI
Yes
Is acceptance of
decision
by subordinates
critical to
effective
implementation?
E
Yes
Ye
s
AII
No
CII
AI
GII
AI
F
No
Yes
Yes
CII
GII
G
s
Ye
No
Is conflict
among
subordinates
likely in
preferred
solutions?
GII
No
Do subordinates
share the
organizational
goals to be
obtained in
solving this
problem?
No
No
Yes
No
Yes
If you were to
make the
decision by
yourself, is it
reasonably
certain that
it would be
accepted
by your
subordinates?
CI
CII
Note. Reprinted from “A New Look at Managerial Decision Making,” by Victor H. Vroom. Organizational Dynamics,
Spring, 1973, © 1973. Reproduced with permission from Elsevier. All rights reserved.
Yes
B
A
STATE
THE
PROBLEM
Do I have
sufficient
information
to make a
high-quality
decision?
Is there a
quality
requirement
such that
one solution
is likely to be
more rational
than another?
FIGURE 6.2 Vroom’s Decision Model (Tree)
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108
II. Managerial Responsibilities
Rigolosi, Elaine La Monica, EdD, JD, FAAN, and La Monica Rigolosi Edd, Jd Elaine. Management and Leadership in Nursing
and Health Care : An Experiential Approach, Third Edition, Springer Publishing Company, 2012. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/tride
Created from trident on 2020-12-13 11:58:34.
6. Diagnosing the Task
109
­ ecision-making styles above the one indicated by the decision model should
D
not be used because the nature of the task requires more group interaction.
Let us walk through the case example from Box 6.1 using the decisionmaking tree from Figure 6.2. to see if Vroom (1973) and Vroom and Yetton
(1973) agree with your choice for the best style to use given the nature of the
task. Begin by starting at the left and answering Question A.
Question A: Quality—Yes
There is quality requirement in this case. A number of possible
­solutions to the problem exist, and one could be better than another.
There are several ways to solve this problem, and one way could
­result in more effective outcomes than another.
Follow the “yes” line on the tree to the next node; look above it.
Question B must be answered.
Question B: Manager’s Information —No
The assistant director obviously has neither the information nor the
expertise to make a high-quality decision and to solve the problem.
Follow the “no” line to the next node and answer the above further
question on quality.
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Question C: Structure—No
This question requires explanation. A structured problem is one
in which the decision is based on quantitative (objective) data, the
­location of those data is known, and the data can be obtained and
retrieved. An unstructured problem has a subjective element. The
decision is a qualitative assessment—a value judgment—and/or
the location of the information is unknown or cannot be obtained. In
the case example, information that is required for solving the problem is qualitative and its specific location is unknown.
Follow the “no” line to the next node, look above the node, and
­answer Question D.
Question D: Acceptance—Yes
Another way of asking Question D is: Do followers have to do anything in order for the problem to be solved? In this case, acceptance
is critical. The followers must implement the new unit management
system in order for the goal to be reached. One possible reason for
why the system is failing may be that personnel were not involved
in the initial planning.
Follow the “yes” line to the next node and answer Question E.
Rigolosi, Elaine La Monica, EdD, JD, FAAN, and La Monica Rigolosi Edd, Jd Elaine. Management and Leadership in Nursing
and Health Care : An Experiential Approach, Third Edition, Springer Publishing Company, 2012. ProQuest Ebook Central, http://ebookcentral.proquest.com/lib/tride
Created from trident on 2020-12-13 11:58:34.