YÖNETİCİLERİN İŞLERİNE YÖNELİK TUTUMLARI, KARAR VERME TARZLARI VE MODERN AHİLİK DAVRANIŞLARI

Year 2019, Volume: 8 Issue: 16, 16 - 32, 06.01.2020

İbrahim Durmuş

Abstract

Günümüz örgüt yapılarında yöneticilere büyük görevler düşmektedir. Zira
yöneticiler örgütlerin amaçları doğrultusunda işlerine yönelik çeşitli
tutumlara sahip olmaları gerekmektedir. Yöneticiler organizasyon içerisinde
işlerine yönelik çeşitli karar verme tarzları sergilemektedirler. Ayrıca
yöneticiler gerçekleştirdikleri faaliyetlerinde örgüt içerisinde karşılıklı
ilişkiler geliştirdiği bireylere ve işletmeye/kuruma karşı çeşitli
sorumluluklara sahiptirler. Yöneticilerin bu sorumluluklarına önemli etkileri
olan modern ahilik davranışlarının da ölçülmesi gerekmektedir. Bu açıdan
çalışmada yöneticilerin işlerine yönelik tutumları ile karar verme tarzları (stilleri)
ve karar verme tarzları ile de modern ahilik (MA) davranışları arasındaki
ilişkiler incelenmiştir. Çalışma sonuçları yöneticilerin işlerine yönelik
tutumları (IT) ile ani karar verme (AV), sezgisel karar verme (SV), rasyonel
karar verme (RV) ve çekingen karar verme (CV) tarzları arasında pozitif ve
anlamlı ilişkiler elde edilmişken bağımlı karar verme (BV) stili arasında
negatif ve anlamlı ilişkilere ulaşılmıştır. Uygulamada yöneticilerin işlerine
yönelik karar verme tarzları (KVT) ile iyi ahlaklı olmaları (IO), vicdanlı
olmaları (VO), istikrarlı olmaları (SO) ve oportünist olmaları (OO) arasında
pozitif ve anlamlı ilişkiler elde edilmişken makyavelist olmaları (MO) arasında
negatif ve anlamlı ilişkiler olduğu sonucuna ulaşılmıştır.

Keywords

İşe Yönelik Tutum, Karar Verme Tarzları, Modern Ahilik

ATTITUDES OF MANAGERS ABOUT THEIR WORK, THEIR DECISION MAKING STYLES AND MODERN AHI BEHAVIOURS

Abstract

In today’s organizational structures, managers have big duties. They display a variety of attitudes towards their work for the purposes of organizations. However, they may also have a variety of decision-making styles within their organization. Managers have various responsibilities to individuals and enterprises/institutions in which they have developed mutual relations within the organization. Their modern ahi responsibilities, which may have a significant impact on their responsibilities, need to be measured. In this respect, the relationship between the attitudes of managers about their work and their decision-making styles (styles) and decision-making styles and modern ahi behaviours are examined. In contrast to previous studies, it was tried to reveal the relationship between attitudes and decision-making styles by taking into consideration not only the historical conception of ahi past notions but also the meaning of today (modern ahi).

While positive and meaningful relationships were found between the attitudes of managers about their work and their sudden attitudes towards decision making, intuitive decision making, rational decision making, and hesitant decision-making styles, negative and meaningful relationships were reached with dependent decision-making style. In addition, there are positive and meaningful relationships between the decision-making styles of managers and their good morality, being conscientious, stable and opportunistic, while there are negative and meaningful relationships between being makyavelist.

Keywords

Attitudes Towards Work, Decision Making Styles

References

• AKÇA, Gürsoy (2003), ‘‘Ahilik Geleneği ve Günümüz Fethiye Esnafı’’, Türkiyat Araştırmaları Dergisi, (14), 209-219.
• ALLAHYANI, Marıam Hameed Ahmed ve Makkah Al MUKARRAMAH (2012), ‘‘The Relationship Between Cognitive Dissonance and Decision-Making Styles in A Sample of Female Students at The University of UMM Al Qura’’, Education, 132 (3), 641-663.
• ALLWOOD, Carl Martin ve Ilkka SALO (2012), ‘‘Decision-Making Styles and Stress’’, International Journal of Stress Management, 19 (1), 34-47.
• ALVİ, Sajid Mehmood; Syeda Ayat-e-Zainab ALİ, Asghar Ali SHAH, Muhammad Tahir KHALİLY, Muhammad Shoaib IRFAN ve Ayesha NOOR (2018), ‘‘Role of Wisdom in Decision Making Styles among Managers’’, Isra Medical Journal, 10 (2), 91-95.
• AMAN, A.H.Lizawati; Amran HARUN ve Zuhal HUSSEİN (2012), ‘‘The Influence of Environmental Knowledge and Concern on Green Purchase Intention the Role of Attitude as a Mediating Variable’’, British Journal of Arts and Social Sciences, 7 (11), 145-167.
• BAJWA, Ruqia Safdar; Iram BATOOL, Mubashira ASMA, Hina ALİ ve Amna AJMAL (2016), ‘‘Personality Traits and Decision Making Styles Among University Students (Pakistan)’’, Pakistan Journal of Life and Social Sciences, 14 (1), 38-41.
• BAKKER, Arnold B. ve Evangelia DEMEROUTİ (2008), ‘‘Towards a Model of Work Engagement’’, Career Development International, 13 (3), 209-223.BASSETT, Glenn A. (1969), ‘‘The Qualifications of a Manager’’, California Management Review, 12 (2), 35-44.
• BATTAL, Fetullah ve İbrahim DURMUŞ (2017), ‘‘Modern Ahilik Ölçeği Geçerlik ve Güvenirlik Çalışması’’, Akademik Bakış Dergisi, 63, 71-84.
• BOULEANU, Elena ve Marian PADURE (2010), ‘‘Identifying and Characterizing Individual Features Playing A Role in Decision Making in Environments with A High Level of Uncertainty’’, Social-Behavioural Sciences, 1 (57), 101-107.
• BÜYÜKÖZTÜRK, Şener (2002), ‘‘Faktör Analizi: Temel Kavramlar ve Ölçek Geliştirmede Kullanımı’’, Kuram ve Uygulama Eğitimi Yönetimi, 32, 470-483.
• CARMELİ, Abraham (2003), ‘‘The Relationship Between Emotional Intelligence and Work Attitudes, Behavior and Outcomes: An Examination Among Senior Managers’’, Journal of Managerial Psychology, 18 (8), 788-813.
• CHERMACK, Thomas J. ve Kim NİMON (2008), ‘‘The Effects of Scenario Planning on Participant Decision-Making Style’’, Human Resource Development Quarterly, 19 (4), 351-371.
• COOK, John ve Toby WALL (1980), ‘‘New Work Attitude Measures of Trust, Organizational Commitment and Personal Need Non-Fulfılment’’, Journal of Occupational Psychology, 53, 39-52.
• COSTANTINI, Gıulıo; Julıette RICHETIN, Denny BORSBOOM, Eıko I. FRIED, Mıjke RHEMTULLA ve Marco PERUGINI (2015), ‘‘Development of Indirect Measures of Conscientiousness: Combining a Facets Approach and Network Analysis’’, European Journal of Personality, Eur. J. Pers., 29, 548-567.
• CURŞEU, Petru Lucian ve Sandra G.L. SCHRUİJER (2012), ‘‘Decision Styles and Rationality: An Analysis of the Predictive Validity of the General Decision-Making Style Inventory’’, Educational and Psychological Measurement, 20 (10), 1-10.
• CZİBOR, Andrea; Orsolya VİNCZE ve Tamas BERECZKEİ (2014), ‘‘Feelings and Motives Underlying Machiavellian Behavioural Strategies; Narrative Reports in a Social Dilemma Situation’’, International Journal of Psychology, 49 (6), 519-524.
• DOĞAN, Kadir Caner (2015), ‘‘Ahilik Teşkilatı, Ombudsman ve Etik İlişkisi’’, Küresel İktisat ve İşletme Çalışmaları Dergisi, 4 (7), 28-36.
• DURMUŞ, İbrahim (2016), ‘‘The Socio-Economic Effects of TV Advertisement on Attitudes and Motivation of Consumers: An Application on University Students’’, The Journal of International Scientific Researches, 1(1), 28-40.
• DURMUŞ, İbrahim ve BATTAL, Fetullah (2018), ‘‘Üniversite Öğrencilerinin Hazır Giyim Satınalma Kararlarında Reklamlara Yönelik Tutumları ve Marka Tercihleri’’, Gümüşhane University Electronic Journal of The Institute of Social Sciences, 9 (24), 147-176.
• FOSS, Kirsten; Nicolai J. FOSS ve Xose H. VAZQUEZ (2006), ‘‘Tying the Manager’s hands: Constraining Opportunistic Managerial Intervention’’, Cambridge Journal of Economics, 30, 797-818.
• FRAEDRİCH, John; O.C. FERRELL ve William PRİDE (1989), ‘‘An Empirical Examination of Three Machiavellian Concepts: Advertisers vs. The General Public’’, Journal of Business Ethics, 8, 687-694.
• GABLE, Myron ve Martin T. TOPOL (1991), ‘‘Machiavellian Managers: do They Perform Better?’’, Journal of Business and Psychology, 5 (3), 355-365.
• GEMMILL, Gary R. ve W.J. HEISLER (1972), ‘‘Machiavellianism as a Factor in Managerial Job Strain, Job Satisfaction, and Upward Mobility’’, Academy of Management Journal, 15 (1), 51-62.
• GİAUQUE, David (2015), ‘‘Attitudes Toward Organizational Change Among Public Middle Managers’’, Public Personnel Management, 44 (1), 70-98.
• GIBBINS, Mıchael; Alan RICHARDSON ve John WATERHOUSE (1990), ‘‘The Management of Corporate Financial Disclosure: Opportunism, Ritualism, Policies, and Processes’’, Journal of Accounting Research, 28 (1), 121-143.
• GKOREZİS, Panagiotis; Eugenia PETRİDOU ve Theodora KROUKLİDOU (2015), ‘‘The Detrimental Effect of Machiavellian Leadership on Employees Emotional Exhaustion: Organizational Cynicism as a Mediator’’, Europe’s Journal of Psychology, 11 (4), 619-631.
• GUNDUZ, Ali Yılmaz; Mehmet KAYA ve Cahit AYDEMİR (2012), ‘‘Ahilik Teşkilatında ve Günümüzde Tüketicilerin Korunmasına Yönelik Çalışmalar Üzerine Bir Değerlendirme’’, Afyon Kocatepe Üniversitesi İİBF Dergisi, 14 (2), 37-54.
• HABLEMİTOĞLU, Sengul ve Filiz YİLDİRİM (2008), ‘‘The Relationship Between Perception of Risk and Decision Making Styles of Turkish University Students: A Descriptive Study of Individual Differences’’, World Applied Sciences Journal, 4 (2), 214-224.
• HAMMERSLEY, Martyn ve Anna TRAİANOU (2011), ‘‘Moralism and Research Ethics: A Machiavellian Perspective’’, Internetional Journal of Social Research Methodology, 14 (5), 379-390.
• HASSAN, Shazia; Naveed AKHTAR ve Ayşe Kucuk YILMAZ (2016), ‘‘Impact of Conscientiousness as Personality Trait on both Job and Organizational Performance’’, Journal of Managerial Sciences, 10 (1), 1-14.
• HAWLEY, Patricia H. (2003), ‘‘Prosocial and Coercive Configurations of Resource Control in Early Adolescence: A Case for the Well-Adapted Machiavellian’’, Merrill-Palmer Quarterly, 49 (3), 279-309.
• HODGSON, Geoffrey M. (2004), ‘‘Opportunism is not the Only Reason why Firms Exist: Why an Explanatory Emphasis on Opportunism may Mislead Management Strategy’’, Industrial and Corporate Change, 13 (2), 401-418.
• JİUAN, Tan Soo; Jochen WİRTZ, Kwon JUNG ve Kau Ah KENG (2001), ‘‘Singaporeans’ Attitudes Toward Work, Pecuniary Adherence, Materialism, Feminism, Environmental Consciousness, and Media Credibility’’, Singapore Management Review, 23 (1), 59-86.
• JOOSTEN, Anne; Marius Van DİJKE, Alain Van HİEL ve David De CREMER (2014), ‘‘Feel Good, Do-Good!? On Consistency and Compensation in Moral Self-Regulation’’, Journal of Business Ethics, 123 (1), 71-84.
• KATARZYNA, Zieba ve Prokopenko OLHA (2014), ‘‘The Importance of Employee Creativity in the Development of Their Attitudes Pro-Innovation’’, Economic Processes Management, 3, 1-11.
• KLEİNSMAN, John (2013) ‘‘The Common Good in an Age of Moral Hyperpluralism: A Catholic Bioethical Perspective’’, Victoria U. Wellington L. Rev., 44 (2), 345-363.LATHER, Anu Sıngh; Shilpa JAIN ve Anju SHUKLA (2017), ‘‘Creativity and Decision Making Styles: A Study of Associates Working in National Capital Region of India’’, Sona Global Management Review, 11 (2), 1-22.
• LEAVİTT, Keith; Lei ZHU ve Karl AQUİNO (2016), ‘‘Good Without Knowing it: Subtle Contextual Cues can Activate Moral Identity and Reshape Moral Intuition’’, Journal of Business Ethics, 137 (4), 785-800.
• LEYKİN, Yan ve Robert J. DERUBEİS (2010), ‘‘Decision-Making Styles and Depressive Symptomatology: Development of the Decision Styles Questionnaire’’, Judgment and Decision Making, 5 (7), 506-515.
• LİLLEHAMMER, Hallvard (2013), ‘‘A Distinction Without A Difference? Good Advice for Moral Error Theorists’’, Ratio (new series), 26 (3), 373-390.LUKE, Lydia; Isabel C.H. CLARE, Howard RİNG, Marcus REDLEY ve Peter WATSON (2011), ‘‘Decision-Making Difficulties Experienced By Adults with Autism Spectrum Conditions’’, Autism, 16 (6), 612-621.
• MATEO, Ricardo; Jose HERNANDEZ ve Liliana NERİZ (2016), ‘‘Experimental Evidence fort he Effects of a Continuous Improvement Environment Versus a Mechanical Environment on Routines Based on Conscientiousness’’, Total Quality Management, 27 (2), 157-168.
• MCGUİRE, David ve Kate HUTCHİNGS (2006), ‘‘A Machiavellian Analysis of Organisational Change.’’, Journal of Organizational Change Management, 19 (2), 192-209.
• MERDAN, Kurtuluş (2017), ‘‘Evaluation of Automatic Enrolment in The Private Pension System in Terms of Public and Private Sector Employees (Gümüşhane Sample)’’, Social Sciences Studies Jornal, 3(12), 2029-2040.
• MİCHAİLİDİS, Evie ve Adrian P. BANKS (2016), ‘‘The Relationship Between Burnout and Risk-Taking in Workplace Decision-Making Style’’, Work & Stress, 30 (3), 278-292.
• OLAWALE, Fatoki ve David GARWE (2010), ‘‘Obstacles to the Growth of New SMEs in South Africa: A Principal Component Analysis Approach’’, African Journal of Business Management, 4 (5), 729-738.
• PARKER, Andrew M.; Wandi Bruine De BRUİN ve Baruch FİSCHHOFF (2007), ‘‘Maximizers Versus Satisficers: Decision-Making Styles, Competence and Outcomes’’, Judgment and Decision Making, 2 (6), 342-350.
• RİAZ, Muhammad Naveed; Muhammad Akram RİAZ ve Naila BATOOL (2012), ‘‘Personality Types as Predictors of Decision Making Styles’’, Journal of Behavioral Sciences, 22 (2), 99-114.
• RİVKİN, Jan W. ve Nicolaj SİGGELKOW (2003), ‘‘Balancing Search and Stability: Interdependencies Among Elements of Organizational Desing’’, Management Science, 49 (3), 290-311.
• RASHİD, Md Zabid Abdul ve Saadiatul IBRAHİM (2002), ‘‘Executive and Management Attitudes Towards Corporate Social Responsibility in Malaysia’’, Corporate Governance, 2(4), 10-16.
• RAVİNDRAN, Bharathi ve Rupashree BARAL (2014), ‘‘Factors Affecting the Work Attitudes of Indian Re-entry Women in the IT Sector’’, Vikalpa, 39 (2), 31-42.RUSS, Frederick A.; Kevin M. MCNEİLLY ve James M. COMER (1996), ‘‘Leadership, Decision Making and Performance of Sales Managers: A Multi-Level Approach’’, The Journal of Personal Selling and Sales Management, 16 (3), 1-15.
• SEBASTİAN, C. Schuh; Xin-an ZHANG ve Peng TİAN (2013), ‘‘For the Good or the Bad? Interactive Effects ofTransformational Leadership with Moral and Authoritarian Leadership Behaviors’’, Journal of Business Ethics, 116 (3), 629-640.
• SCOTT, Susanne G. ve Regınald A. BRUCE (1995), ‘‘Decision-Making Style: The Development and Assessment of A New Measure’’, Educational and Psychological Measurement, 55 (5), 818-831.
• SİTİ-NABİHA A.K. ve Robert W. SCAPENS (2005), ‘‘Stability and Change: An Institutionalist Study of Management Accounting Change’’, Accounting, Auditing & Accountability Journal, 18 (1), 44-73.
• SYLVİE, George ve J. Sonia HUANG (2008), ‘‘Value Systems and Decision-Making Styles of Newspaper Front-Line Editors’’, Journalism & Mass Communication Quarterly, 85 (1), 61-82.
• TABENSKY, Pedro Alexis (2007), ‘‘Realistic Idealism An Aristotelian Alternative to Machiavellian International Relations’’, Publication History, 54 (113), 97-111.
• TEMKİN, Larry S. (2015), ‘‘Rethinking the Good: Moral Ideals and the Nature of Practical Reasoning: A Precis’’, Journal of Moral Philosophy, 12, 363-392.
• THUNHOLM, Peter (2008), ‘‘Decision-Making Styles and Physiological Correlates of Negative Stress: Is There a Relation’’, Scandinavian Journal of Psychology, 49, 213-219.
• THUNHOLM, Peter (2009), ‘‘Military Leaders and Followers – do They Have Different Decision Styles?’’, Scandinavian Journal of Psychology, 50, 317-324.
• TURNER, Charles F. ve Danıel C. MARTINEZ (1977), ‘‘Socioeconomic Achievement and the Machiavellian Personality’’, Sociometry, 40 (4), 325-336.
• WANG, Yuchen; Weina QU, Yan GE, Xianghong SUN ve Kan ZHANG (2018), ‘‘Effect of Personality Traits on Driving Style: Pschometric Adaption of the Multidimensional Driving Style Inventory in a Chinese Sample’’, Plos One, 13 (9), 1-17.
• WHITENER, Ellen M.; Susan E. BRODT, M. Audrey KORSGAARD ve Jon M. WERNER (1998), ‘‘Managers as Initiators of Trust: An Exchange Relationship Framework for Understanding Managerial Trustworthy Behaviour’’, Academy of Management Review, 23 (3), 513-530.
• WİTT, L.A.; Lisa A. BURKE, Murray R. BARRİCK ve Michael K. MOUNT (2002), ‘‘The Interactive Effects of Conscientiousness and Agreeableness on Job Performance’’, Journal of Applied Psychology, 87 (1), 164-169.
• ZHANG, Tıng; Francesca GINO ve Joshua D. MARGOLIS (2018), ‘‘Does ‘‘Could’’ Lead to Good? On the Road to Moral Insight’’, Academy of Management Journal, 61 (3), 857-895.