چکیده مقاله :
هدف از این پژوهش، بررسی سبک‌های عمومی تصمیم‌گیری مدیران دانشگاه شیراز بود. روش پژوهش، توصیفی از نوع پیمایشی بود. جامعه آماری پژوهش نیز شامل تمامی مدیران دانشگاه شیراز بوده است که با استفاده از روش نمونه‌گیری طبقه بندی تصادفی تعداد 116 انتخاب شدند. حجم نمونه به وسیله جدول مورگان تعیین گردید. ابزار پژوهش، پرسشنامه سبک‌های عمومی تصمیم گیری مدیران اسکات و بروس (1995) بود که روایی و پایایی آن محاسبه گردید، و نتایج حاکی از روایی و پایایی مطلوب پرسشنامه بود. بمنظور تحلیل داده‌ها از تحلیل واریانس طرح‌های تکراری، تی، گروههای مستقل، تحلیل واریانس یک سویه و همبستگی پیرسون استفاده شد. نتایج نشان داد که سبک غالب تصمیم‌گیری مدیران دانشگاه شیراز، سبک تصمیم گیری آنی است. یافته ها حاکی از آن است که در هیچ یک از سبک های تصمیم‌گیری بین مدیران بر اساس رشته تحصیلی و جنسیت تفاوت معناداری وجود ندارد، اما بین مدیران با سوابق گوناگون در سبک تصمیم گیری شهودی تفاوت معنادری وجود دارد. در حالی که در دیگر سبک‌ها این تفاوت مشاهده نگردید. هم‌چنین بین سبک های تصمیم‌گیری عقلانی و وابستگی، آنی و شهودی و اجتنابی و وابستگی رابطه معناداری وجود دارد.
چکیده انگلیسی:
This study aimed at exploring the public decision-making styles of Shiraz University administrators. The study was a descriptive survey. The sample included 116 administrators who were selected using stratified random sampling. Sample size was determined in accordance with Morgan’s sample size table. In this research managers’ public decision making styles scale (Scott & Bruce، 1995) was used. Its validity and reliability were both assessed and were satisfactory. In order to analyze data a use was of repeated measures analysis of variance, independent t-test, one-way ANOVA, and Pearson correlation. The results indicated that spontaneous style was the most prevailing style of the administrators. In addition, there was no significant difference among the administrators as regards decision-making styles in relation to their education and gender. However, a significant difference was observed among them in relation to their experience regarding intuitive decision-making style. There were, also, significant relationships among rational and dependent, spontaneous and intuitive, and avoidant and dependent decision-making styles.
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