Vroom yetton jago model

Design

Vroom-Yetton-Jago: Deciding How to Decide ! Rafiq Elmansy " Vroom-Yetton-Jago

Design managers and art directors face critical times when they need to make strategic decisions that will not only affect the design process but also the entire production stage and subsequently the success of the product. While it is impossible to element the risk involved in decision-making, managers reduce this risk to a minimal level by deciding if they need to make the decision alone or consult with the team for the best results. Different models have been provided to guide managers through this decision making process.

One of the theories used to help managers to take decisions is the Vroom- Yetton-Jago model. It was developed in 1973 as a collaboration between Victor Vroom and Phillip Yetton, and later in 1988 with the help of Arthur Jago. This model aims to identify the best management style that can be applied in different situations, and subsequently the optimal decision-making approach to implement in these situations. The Vroom-Yetton-Jago model defines different managers and how they make decisions. Basically, it says that the decisions we make are affected by three main factors that work together: quality, the potential for collaboration, and the amount of time available.

Quality: This factor is concerned with the quality of the decision and how important it is to make the best choice. It also considers the future consequences of the decision. The higher the quality of the decision, the more time and team members should be involved in the decision-making process.

Collaboration: Is this a one-person decision that a design manager can make without consulting the team or does it require a collaboration and consultation

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from the team involved in the project? Adding team members to the decision- making process increases the quality of the output as well as the time required to reach a decision.

Time: What is the time limit for making the decision? The more time available to the design manager, the better quality verdict can be reached and more team members can be consulted.

Leadership Style and Decision Making As mentioned previously, how the decision is undertaken depends upon the type of leadership style adopted in the project. When a leader is asked to make a decision, it occurs along one of the five models of action identified below:

Autocratic (A1): The leader makes the decision by himself using existing information without any communication with the team.

Autocratic (A2): The leader consults with team members to get information, but make the decision by himself or herself without informing the group.

Consultative (C1): The leader consults the team members to get their opinion about the situation, but he or she makes the de0cision for themselves.

Consultative (C2): The leader consults the team members seeking opinions and suggestions, but he or she makes the decision for himself or herself. In this type of leadership style, the leader is open to suggestions and ideas.

Collaborative (G2): The leader shares the decision-making process with team members. He or she supports the team in making the decision and finding an answer that everyone agrees on.

Choosing any of these models depends on the situation and the three factors that affect the decision-making process: quality, collaboration, and time. The autocratic model is appropriate for the following situations: