 Matching problem diagnostic tools to managers' decision styles: A contingency approachHarvey J Brightman, Robert Elrod and Hindupur Ramakrishna Omega, 1988, vol. 16, issue 1, 1-9 Abstract: Problem diagnosis is a most important problem solving activity. However it is rarely taught at universities or colleges. Even when managers learn diagnostic techniques they often do not use them on the job. One reason is that different tools may appeal to different managers. We theorize that management trainers must match diagnostic tools to different types of managers--a contingency approach. We use Jung's decision style construct to classify managers, and we focus on the two most common managerial types--Extraverted Thinking or Introverted Sensing managers. Which diagnostic tools are they likely to prefer? We consider the two most commonly-used diagnostic tolls--the Kepner and Tregoe Method and the Cause and Effect Diagram. Drawing on Jung's writings, we conclude that Extraverted Thinking managers will prefer and use the Kepner and Tregoe Method and Introverted Sensing managers will prefer and use the Cause and Effect Diagram. We generalize these findings and suggest that trainers should first teach diagnostic tools that support managers' superior functions. If successful, then trainers should teach diagnostic tools that augment managers' inferior functions. The paper concludes with the need for additional research to fully explicate the contingency approach. Date: 1988 Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:eee:jomega:v:16:y:1988:i:1:p:1-9 Ordering information: This journal article can be ordered from Access Statistics for this article Omega is currently edited by B. Lev More articles in Omega from Elsevier |
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