Exploring and explaining the phenomenon Managers Decidophobia in government organizations (Case study: Ministry of Interior and Ministry of Cooperatives, Labor and Social Welfare)
Subject Areas : Behavioral Studies in ManagementZahra Rezaei 1 , Ardeshir Shiri 2 , zahra alipour darvish 3 , Zahra Alipourdarvishi 4
1 - Ph.D. Studen Public Administration - Human Resources Management, Faculty of Management & Social Sciences, Islamic Azad University of Tehran North Branch, Tehran, Iran
2 - Associate Prof., Department of Human Resources Management, Faculty of Literature and Humanities, University of Ilam, Ilam, Iran
3 - دانشیار، گروه مدیریت دولتی، واحد تهران شمال، دانشگاه آزاد اسلامی،تهران، ایران
4 - Associate Prof, Faculty of Management & Social Sciences, Islamic Azad University of Tehran North Branch, Tehran, Iran
Keywords: decision making, organizational climate, Managers Decidophobia, dodging in decision making, abstract decision making,
Abstract :
The aim of this Exploring and explaining the phenomenon Managers Decidophobia in the Ministries of Interior and Cooperation, Labor and Social Welfare. The research was conducted using a combined method using foundation data theory, which was a data collection tool for the qualitative part of semi-structured interviews and in the quantitative part was a researcher-made questionnaire whose validity and reliability were confirmed. Based on which 16 interviews with experts were conducted for a small sample of 253 managers and senior experts of the two ministries. Which was extracted during the open coding process (475 codes), axial (60 codes) and selective (26 codes); In the form of a paradigm of coding evasive factors in decision making, inability to understand the problem, fear of facing decision-making and abstract decision-making (phenomenon-oriented), weakness in decision-making, fear of decision consequences, organizational climate, Lack of program-oriented organizational decisions, lack of decision-making experience, lack of access to real information (causal conditions), decision-making influence of informal individuals and groups, sectarianism in the organization, approaches to appointing managers (background factors E), managerial inner anxiety, self-preservation in decision making, organizational culture and lack of training of bold managers (interfering factors), lack of delegation, removal of administrative duties, escapism and conservatism in decision making (strategies) and political behavior Managers 'illegitimacy, learned disability, defective performance appraisal system, gray managers' training, inefficient management (consequences) were identified. According to the findings of the qualitative section confirming the relationship between dimensions and variables and the structural equation model of the research conducted with Smart PLS3 software, it was determined that GOF, Q2, Rsquare and Fsquare criteria were calculated for the structural model and measurement models, all of which were calculated. They had acceptable and acceptable values.
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