The Impact of Personality Traits and Problem Characteristics on Management Decision Making Outcomes: Some Experimental Findings and Empirical Conclusions
 

  This article shows the reviewing of well-structured problems versus ill-structured problems.  The research paper is seeing if there’s a lack of studies in this area and focus on economic research and practice in both scientific and professional positions. First, it examines how personality predetermination and behavioral patterns leads to higher “socio-economic” efficiency with certain problem categories. Second, a casual model and a setup for a laboratory experiments are purposed. Finally, this research might support organizations in their decision making processes.
  As noted in the research paper, the advancement of decision-making theory is used by creating a set of basic hypothesis and testing experimental research designs. This paper will develop a theoretical framework (Neuret & Haeckel, 2013);showing specific cause and effect-relations between personality traits as the independent variable, intervened by various structured decision making problems and tasks. In the theoretical foundation, Jung (1971) and Westcott (1968) indicated that intuitive or rational human beings shared distinct personality characteristics. Jung divided human behavior into four mental functions listed next: (1) sensory and intuitive (relates to how people perceived information.  (2) along with thinking and feeling (relates to how humans have made judgements. (Allinson & Hayes,1996 Mintzberg, 1994;Sauter, 1999; Sarmany-Schuller, 2010) saw the more “romantic” view were the formal business planning relied on the brain hemisphere’s sequential-logical processes, whereas the less formal intuitive and creative aspects of management was accomplished by the right hemisphere (Simon, 1997).
  The study also showed that post-choice satisfaction who greater in simple decision making process (intuitive versus rational). Also concluded that well-structured problems called for a rather rational approach. In turn in the article, it slates that ill-structured problems were not for rational decision making. It is shown in this research, that the team efficiency will be used as the overall measure of decisions making results. With the results taking from the theoretical background, individuals facing simple decision making situations performed well when using more conscious and deliberate thoughts, whenever participants facing complex decision performed better when using unconscious intuitive thoughts.
Work Cited
Jung, C. G. (1971). Psychological types. London: Routlege
Simon, H. A. (1997). Administrative Behavior. A Study of decision-making processes in administrative organizations (4th ed). New York: Free Press.