Vroom and Yetton Decisional Model

Vroom and Yetton Decisional Model Concept: Vroom and Yetton decisional model was created with the intent to help decide when and in…

Vroom and Yetton Decisional Model Concept

Vroom and Yetton decisional model was created with the intent to help decide when and in which measure the managers should involve the employees in the resolution of a certain problem. This model is formed by five leadership styles that go from the purely authoritarian style (AI) until a participative style, in which the decision taking is in group (GII).

AI – The leader solves the problem or takes the decision himself, taking into account the information that he has.

AII – The leader gathers from the subordinates the necessary information and later decides alone which solution for the problem.

CI – The leader shares the problem, individually, with the subordinates that considers more important, without gathering them in group. Following takes the decisions that can, or not, reflect the subordinates influence.

CII – The leader share the problem in group with the subordinates, withholding their ideas and suggestions. After, takes the decision that can reflect or not the subordinates influence.

GII – The leader shares the problem with the subordinates as a group. Together are generated and evaluated alternatives and seek to arrive to an agreement as to a solution. The leader doesn’t try to influence the group to adopt his solution, and accepts and implements any solution that has the support of the whole group.

The desired participation levels of the subordinates depend on the characteristics of the problem to solve. These characteristics are summarized on a group of seven rules:

  1. The leader doesn’t have enough information to be able to take the decision alone. The style AI is eliminated.
  2. The quality of the decision is important and the subordinates seem to not be able to follow the organizations’ goals in the attempt to solve the problem. GII is eliminated.
  3. The leader doesn’t have enough information and the problem to face is unstructured. The styles AI, AII e CI should be avoided, since they don’t predict interaction with the subordinates and still are based a lot on power.
  4. The decision acceptance by the group is fundamental and the leader doesn’t have charisma for his decisions to be accepted individually. The styles AI and AII should be eliminated.
  5. If the decision acceptance is important and it’s not reasonable that the decision be autocratic and if is predicted conflicting positions as to the better solution, the styles AI, AII and CI should be eliminated.
  6. If the decision quality is not relevant, but its acceptance is, the decision process used should generate the needed acceptance. So, the styles AI, AII, CI and CII should be eliminated.
  7. If acceptance is important and should not result from an autocratic decision, and if the subordinates are motivated to pursuit the organizational goals represented in the problem, we should exclude the styles AI, AII, CI and CII.
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