VICTOR H.

VROOM
Professor of Organization and Management
School of Management
Yale University
victor.vroom@yale.edu

VICTOR H. VROOM

Is a business school professor at the Yale School of Management.

He holds a PhD from University of Michigan.

Vroom's primary research was on the expectancy theory of motivation,

which attempts to explain why individuals choose to follow certain
courses of action in organizations, particularly in decision-making and
leadership

His most well-known books are Work and Motivation, Leadership and
Decision Making and The New Leadership.

VROOM Participative Decision Making Model

Five different types of decision making which vary

according to the amount of subordinate influence
One extreme: Unilateral decision-making by the
manager
Other extreme: Participative decision making

The Five Decision Types

AI: You make the decision with currently available data

AII: Necessary information is obtained from subordinates, but
you still decide alone. Your subordinates role is to provide
information data only; they have nothing to do with generating
or evaluating alternatives

The Five Decision Types

CI: You discuss the problem with relevant subordinates

individually. Then, without bringing them together, make a
decision that may or may not reflect their output.
CII: You share the problem with subordinates in a group
meeting, gathering ideas and suggestions, then make the
decision alone, which may or may not take the input of the
group meeting into account.

The Five Decision Types

GII: Problems are shared with the group. In this

case, you would be using the participative
management style. Your role is to provide
information and help, facilitating the groups
determination of its own solution rather than the
solution preferred by the manager

Seven Situational Characteristics

SC1- The importance of decision quality
SC2- The extent to which the decision maker has necessary
information
SC3- The extent to which the problem is structured
SC4- The importance of subordinates acceptance
SC5- The probability that an autocratic decision will be
accepted
SC6- Subordinate motivation to attain organizational goals
SC7- Subordinates disagreement over solutions

Guidelines for Brainstorming

1.Group size should be about five to
seven
people.
2.Everybody is given the chance to
suggest alternative solutions.
3.No criticism is allowed.
4.Freewheeling is encouraged.
5.Quantity and variety are very
important.
6.Combinations and improvements
are encouraged.
7.Notes must be taken during the
session by a person who serves as the
recording secretary.
8.Do not over structure by following

VROOM DECISION MODEL

Decision making tree that enables a leader to examine a situation and
determine which style or level of involvement to engage- Victor Vroom+ Philip
Yetton+Arthur Jago.
The model helps us identify 5 different leadership styles.

Decision Making Style

Description

Autocratic l (Al)

Leader solves the problem along

using information that is readily
available to him/her

Autocratic ll (All)

Leader obtains additional information

from group members, then makes
decision alone. Group members may
or may not be informed.

Consultative l (Cl)

Leader shares problem with group

members individually, and asks for
information and evaluation. Group
members do not meet collectively,
and leader makes decision alone.

Consultative ll (Cll)

Leader shares problem with group

members collectively, but makes
decision alone

Group ll (Gll)

Leader meets with group to discuss

situation. Leader focuses and directs
discussion, but does not impose will.
Group makes final decision.

MODEL

THANK YOU