Directions, Assessment One

Critical Analysis Report

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Abstract

This analytical report is based on "Antecedents and Consequences of managerial

decision-making styles in Arabian Gulf" by C.Muhammaad Siddique; 7 December 2018.

The main aim of this analytical report is to Examine the decision-making approaches and

their antecedent and consequences regarding united-states and Arabs.

According to the analysis of this article "Antecedents and Consequences of

managerial decision-making styles in Arabian Gulf" by C.Muhammaad Siddique, decision-

making styles in U.A.E. are effect as for their religious, cultural, and sociocultural points

view limited in the properties of the corporate culture.

Decision-making approaches and the leadership culture of the United Arab Emirates

have changed through time, but religious, cultural, or social-culturalism interlink with

leadership abilities. In short, decision-making power (leader) connections between their

value systems and those decision styles. Style is directly or indirectly linked with leaders'

backgrounds like regions, culture, and religions. When comparing the United state decision-

making approach at the international level, managerial behaviour and applied general

management theory are unliked in Western countries' commercial companies in U.A.E. due

to the influence of the cultural and religious context. Islamic culture has a formative and

universal impact on Arab managers' decision-making, and there are no apparent differences

between national and corporate cultures. The researcher used three measures to evaluate

working attitudes in this article: decision style, individualism, and risk attitude, which

profoundly influence making decision approaches. The main research article is complete

support evidence the analytics of all aspects of decision-making approaches; researchers also

added the decision making different styles outcomes variables linked to employees; job

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satisfaction is influenced by a variety of characteristics, including organizational

commitment, organizational citizenship, absenteeism, and the desire to leave the company.

There were two independent groups, one of which was concerned with the effect of creative

human resource management activities and the other with the organization's performance.

In short, the merits of this critical analysis work linked with Managers who include their staff

in decision-making are increasingly seen as having a competitive edge in the marketplace.

The acceptance of innovative and practical management ideas by managers who employ

participatory decision-making procedures, which involve greater engagement, consultation,

and collaboration, is higher than managers who do not. Consequently, they may be more

open to new approaches to human resource management. Virtual teams and flat

organizational structures, team-based compensation systems, and profit-sharing are linked to

higher performance levels. Managers willing to explore and adopt innovative human resource

approaches, such as those fostering gender parity, work/life balance, cross-functional teams,

and performance-based remuneration, are more likely to achieve organizational success.

Support evidence about the research:

"Antecedents and Consequences of managerial decision-making styles in Arabian

Gulf" by C.Muhammaad Siddique, Decisions and their effect on corporation performance in

the United States setting, with a particular emphasis on the Arabs, are examined (U.A.E.). It

is necessary to reassess the current decision-making practices in the United States for various

reasons. Respondent nationality had little influence on decision-making procedures, which

might explain that the Arab (U.A.E.) has become a more multicultural corporate environment

during the last decade. People of different nationalities are more likely than ever to work

together in the contemporary workplace and establish more effective relationships than in the

past. Arab nationals may be able to influence the choices of their non-Arab colleagues as long

as their religious convictions motivate them to consult with others on their judgments.
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Multinational organizations from Western countries may aggressively push the adoption of

participatory decision-making procedures in the "Gulf region".

"Antecedents and Consequences of managerial decision-making styles in Arabian

Gulf" by C.Muhammaad Siddique, primarily stimulating effect is that the businesses

operating in the United States, which has a diverse population and a high level of

competition, may find the information gathered from this study beneficial. A detailed

explanation of the link between decision-making styles, sociodemographic antecedents, and

personal and organizational outcomes is provided within the context of a complete conceptual

model. More than 200 nationalities are represented among the ex-pats in the "United Arab

Emirates, with the majority being from Arab countries, South Asia, the Philippines, and other

Western countries". There is a strong representation of Middle Eastern decision-making

procedures in the U.A.E.'s workforce, which comprises many citizens from neighbouring

Arab countries. The leadership of the United Arab Emirates (U.A.E.) has shown a solid

commitment to identifying and developing effective management techniques and skills to

fulfil the demands of the country's highly competitive corporate climate. The leadership

model in western countries compares it to non-western countries. It also explains the

situations in which to decide on organizations and insight into the significance of

sociocultural factors in determining decision-making styles, which has been lacking in the

past. (C. Muhammad Siddique, 7 December 2018)

The first article used to support is "leadership cultural value of united Arab Emirate –

The case of United Arab Emirate University" by Alteneiji, E. A (2015) ultimate purpose of

the research is to highlight how the leadership culture of the United Arab Emirates has

changed through time. To do so, we'll utilize Hofstede's Value Survey Module questionnaire

to look at how older and younger generations in the U.A.E. display leadership cultural values.

One of the study's main goals was to identify and explain the origins of generational
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differences. Individualism, masculinity, uncertainty avoidance, and long-term orientation are

aspects researched by Hofstede 30 years ago and will be considered in this study. It is quickly

transforming itself into an internationalized and mostly Westernized country. The younger

generation raises in a very different culture than their parents and forefathers, who grew up in

a more traditional but Westernized society. The profound changes that have transpired in the

United Arab Emirates were a critical reason for the researcher's choice to perform this study

of decision-making different from past years. (Alteneiji, 2015)

The second article is "factors affecting decision making processes in virtual teams in

the U.A.E." by Vida Davidaviciene in 2020; in this research, the work author represents the

news of decision making through the virtual team. Because of the utilization of computer-

mediated technology, all participants may express themselves freely and without fear of

being interrupted or mocked. That facilitates the interchange of information among members;

and their unique insights, which are beneficial to the decision-making process. Researchers

have observed that asynchronous technology supports a more efficient decision-making

process because of its flexibility in time and distance and enhanced member engagement.

(Vida Davidaviciene, 21 October 2020)

"Decision-making styles of Arab Executives: insights from Tunisia by Boussif" (2010)

this study, the primary goal is to identify people's various decision-making styles and the

connections between their value systems and those decision styles. It also intends to

investigate the links between their decision-making styles and other demographic

characteristics (such as education level and age) and organizational variables (company size,

ownership type, etc.). Ali's questionnaire classified management styles into the following

categories: "autocratic, pseudo-consultative, consultative, participatory, participative pseudo-

participative, and delegated management styles" (1993). The poll's findings were statistically

analyzed, and the results were grouped into four categories: tribalistic, egocentric,
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conformist, and manipulative, as well as social and existential value systems. The framework

given by Flowers et al. was utilized to categorize the data in this study. Several individuals

believe that the corporate philosophy is impacted by the ideals and decision-making

techniques of the country's political authorities. Virtual team decisions are not discrete since

they result from a series of activities and choices. (Boussif, 2010)

Support evidence against the research:

"Antecedents and Consequences of managerial decision-making styles in Arabian

Gulf" by C.Muhammaad Siddique, when critical analysis it, the first thing that doesn't like

support evidence the considerable coverage of all parameters of topic evidence decision-

making styles through western countries. Arab decision-making approaches are constrained

due to cultural, religious, and social-cultural factors compared to other Middle Eastern

nations. While the U.A.E. shares cultural, religious, and socio-cultural characteristics with

other Middle Eastern countries, this research's findings should interpret with care. Because

the competitive climate and labour force characteristics in the Middle East change so quickly,

it's vital to assess management techniques regularly to verify that they're still relevant to

changing company situations and circumstances. The influence of decision-making styles on

people and organizations is examined in more depth in this study compared to previous

research since it explores a much wider variety of variables. It is beneficial since it offers

crucial baseline data on management techniques in the Arabian Gulf. There hasn't been

enough research into decision-making processes in recent years. The research results

completed decades ago do not seem to reflect the current multicultural business climate in the

U.A.E. and elsewhere in the region. (C. Muhammad Siddique, 7 December 2018)

"The impact of national culture on management decision-making-process in selected

non-western countries by Valda Bratka" (1990) focuses on limited points of decision-making

approach than to report. This article completed studies on leadership and organizational
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strategies in Arab countries that Arab academics may be Westernized, Arabized, or

Islamicized. Although Westernized scholars successfully identified specific organizational

and human characteristics that influence managerial behaviour, they could not develop a

general management theory. Commercial firms in the Arab East, unlike in Western nations,

did not arise from a socio-cultural setting. Instead, they represent a continuation of Islamic

traditions and values. As an integral component of Islamic culture and commerce, they are

tightly related to a family (as opposed to an individual in the West). Variables show that

Islamic culture has a formative and universal influence on Arab managers' decision-making

and that there are no apparent differences between national and corporate cultures. Managers

in the Arab world also make an effort to avoid conflicts. However, managers adopt an

authoritarian approach to solving them. Because Arab culture is so harsh on mistakes, many

middle and lower-level managers avoid making their own decisions. In addition, Arab

civilization is based on hierarchical relationships. As a result, the Islamic concept of shura is

often neglected when adopting the decision-making approaches practically. This article

assumes one point of religion and culture and how those influence decision-making style.

Still, the report article touches on all aspects of decision-making style that are too difficult to

understand. (Valda Bratka, n.d.)

"Decision-making style, individualism, and attitudes toward the risk of Arab

executives by Ali" (1993) has been established that there is no link between decision-making

style and individualism or risk aversion. Instruments of cultural significance to Arab culture

are being considered. Participants at the Arab Gulf Management Development Conference

were required to complete questionnaires sent to them beforehand. The researcher used three

measures to evaluate working attitudes in this article: decision style, individualism, and risk

attitude. It is essential to notice some significant consequences, application, and

conceptualization. If one follows the Arab tradition of using a consultative method in

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decision-making, one may conclude that the decision-making process is long and progress is

postponed. This kind of supervisor seems to be upbeat, optimistic, and focused on the team's

success. The relevance of ceremony and the high degree of socialization demanded Arabs

themselves should be kept in mind by Western counterparts while interacting with Arab

managers in the Middle East. In short, when critically comparing this article with the leading

research work, that article only analyses the individualism and risk of attitude and decision

style. In this research work, the researcher deals with the traditional decision-making style,

background, and how they apply in individual level to teamwork. (Ali, Fall 1993)

"Management research in the Arab world: what is now and next? Said Elbanna"

(2020), highlighting that decision-making power is not supportive evidence the region and

the difficulties. There are significant cultural changes and enormous political and

socioeconomic changes. The author explores a fresh perspective on the Arab world today.

This research aims to thoroughly evaluate the material published in the top mainstream

management journals and create future research areas that will help us better understand the

region and its people. To do so, we undertook a systematic assessment of 176 management

papers published between 2000 and 2016. Three main topics emerged from our thematic

analysis. One is how culture impacted our decision-making power and how to carry it at the

international business level. Culture also affects our decision-making power, but we still see

the political and socioeconomic influence on our decision-making approach at the

international level.(SaidElbanna, June 2020)

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Referencing

Ali, A.J. (Fall 1993) 'Decision-making style, individualism, and attitudes toward risk of Arab
executives', International Studies of Management & Organization; Abingdon, vol. Vol. 23, Iss.
3, , p. 53.
Alteneiji, E.A. (2015) 'Leadership Cultural Values of United Arab Emirates-The Case of
United Arab Emirates University'.
Boussif, D. (2010) 'Decision-Making Styles of Arab Executives: Insights from Tunisia',
Communications of the I.B.I.M.A., vol. Vol. 2010, p. 10 pages.
C. Muhammad Siddique, H.F.S. (7 December 2018) 'Antecedents and consequences of
managerial decision-making styles in the Arabian Gulf', Management Research Review, vol.
Vol. 43 No. 7, pp. pp. 811-845.
SaidElbanna, D.M.A.N. ( June 2020) 'Management research in the Arab World: What is now
and what is next?', Journal of International Management, vol. Volume 26, Issue 2.
Valda Bratka, A.P. (n.d) 'THE IMPACT OF NATIONAL CULTURE ON MANAGEMENT
DECISION MAKING PROCESS IN SELECTED NON-WESTERN COUNTRIES', Department
of Agrobusiness Information and Analysis, Institute of Agricultural Resources and Economics.
Vida Davidaviciene, K.A.M.a.I.M.-K. (21 October 2020) 'Factors Affecting Decision-Making
Processes in Virtual Teams in the U.A.E.', Department of Business Technologies and
Entrepreneurship.