Analysis of the phenomenon of managers' decision phobia with a qualitative approach
Subject Areas : Transformational Human Resources
Zahra Rezaei
1
(
PhD in Public Administration, Human Resource Management, Faculty of Management and Social Sciences, Islamic Azad University, North Tehran Branch, Tehran, Iran
)
Ardeshir Shiri
2
(
Associate Professor, Department of Human Resource Management, Faculty of Literature and Human Sciences, Ilam University, Ilam, Iran
)
Keywords: decision-making, qualitative approach, managers', decision-phobia,
Abstract :
Background and purpose: Undoubtedly, the most sensitive activity that managers perform in any organization is decision making. But today's world is so complex that decision makers are faced with many problems. This qualitative research was conducted with the aim of analyzing the phenomenon of decision phobia of managers in the Ministry of Cooperatives, Labor and Social Welfare.Research method: This research is based on fundamental-applicative purpose and descriptive-exploratory in terms of gathering information, and it is a qualitative research type that was conducted using foundational data theory. 16 interviews were conducted. The result of these interviews was a set of primary themes that were collected during the open coding process and categories were extracted from them. Then, the titles of central, causal factors, contextual factors, intervening factors and environmental factors were specified in the paradigm model of decision phobia.Findings: According to the findings, central phenomenon factors, causal factors, contextual factors, intervening factors, strategies, and environmental factors were identified in the form of a paradigm model.Conclusion: Managers should strive to strengthen their decision-making and problem-solving skills, specialization in the decision-making process, familiar with psychological techniques to eliminate decision phobia and lack of secrecy in decision-making, so that they can overcome decision-phobia in this way. Minimize the work environment.
_||_
