Statement of the ProblemThe relatio

Statement of the Problem
The relationship between the manager’s goal-directedness, generalized trust, and
decision-making style is unclear. There has been a lack of studies that explore the
relationship between goal-directedness and decision making in the organizational setting. A study by Kenward, Folke, Holmberg, Johansson, and Gredebäck (2009) examined goal-directedness and decision making but the population was young children. The focus of that research effort was the cognitive abilities of children as they sought to gain specific outcomes. Other research efforts on goal-directedness have focused on individuals at various career stages to include entry into college and retirement (Koestner, 2008; Payne et al., 1991). These studies did not evaluate the manager’s goal-directedness in organizational activities or the impact of goal-directedness on decision making. This research gap is significant since goal-directedness is related to how individuals perceive the future and the plans they take to achieve their goals (Robbins & Patton, 1985). A lack of goal-directedness in the manager could have negative implications for the manager, subordinates, and the organization itself. It is reasonable to expect that goaldirectedness would be related to decision-making style. Parayitam and Dooley (2009) observed that there have been few research efforts on the role of trust and decision making. Parayitam and Dooley also noted that the research on trust and decision making has been fragmented. In her dissertation research on the relationship between trust and decision making, McClintock (2005) did not find any significant relationship between generalized trust and decision making. However, McClintock used the Rowe Decision Style Inventory (Rowe & Mason, 1987) to measure decision-making style. McClintock’s study had limitations based on inadequate sample size and violations of the assumptions for parametric tests. It was also unclear if a relationship could emerge between generalized trust and the decision-making styles that McClintock selected. Michel (2007) noted that “the ability to make good decisions is the defining
attribute of a high performance organization. The challenge is to ensure that good
decision-making practices permeate the entire organization” (p. 33). Organizations
understand the importance of managerial decision making and have invested heavily in resources to help managers improve their decision making abilities (Kamhawi, 2008). However, these resources might be wasted if a lack of goal-directedness or an
unwillingness to trust others is a prevalent trait within managers. A lack of goaldirectedness or an unwillingness to trust others could undermine the manager’s decision making capabilities and suboptimize organizational effectiveness.

Results (Indonesian) 1:

Pernyataan dari masalahHubungan antara manajer tujuan-directedness, kepercayaan umum, danpengambilan keputusan gaya tidak jelas. Ada kurangnya studi yang mengeksplorasirelationship between goal-directedness and decision making in the organizational setting. A study by Kenward, Folke, Holmberg, Johansson, and Gredebäck (2009) examined goal-directedness and decision making but the population was young children. The focus of that research effort was the cognitive abilities of children as they sought to gain specific outcomes. Other research efforts on goal-directedness have focused on individuals at various career stages to include entry into college and retirement (Koestner, 2008; Payne et al., 1991). These studies did not evaluate the manager’s goal-directedness in organizational activities or the impact of goal-directedness on decision making. This research gap is significant since goal-directedness is related to how individuals perceive the future and the plans they take to achieve their goals (Robbins & Patton, 1985). A lack of goal-directedness in the manager could have negative implications for the manager, subordinates, and the organization itself. It is reasonable to expect that goaldirectedness would be related to decision-making style. Parayitam and Dooley (2009) observed that there have been few research efforts on the role of trust and decision making. Parayitam and Dooley also noted that the research on trust and decision making has been fragmented. In her dissertation research on the relationship between trust and decision making, McClintock (2005) did not find any significant relationship between generalized trust and decision making. However, McClintock used the Rowe Decision Style Inventory (Rowe & Mason, 1987) to measure decision-making style. McClintock’s study had limitations based on inadequate sample size and violations of the assumptions for parametric tests. It was also unclear if a relationship could emerge between generalized trust and the decision-making styles that McClintock selected. Michel (2007) noted that “the ability to make good decisions is the definingattribute of a high performance organization. The challenge is to ensure that gooddecision-making practices permeate the entire organization” (p. 33). Organizationsunderstand the importance of managerial decision making and have invested heavily in resources to help managers improve their decision making abilities (Kamhawi, 2008). However, these resources might be wasted if a lack of goal-directedness or anunwillingness to trust others is a prevalent trait within managers. A lack of goaldirectedness or an unwillingness to trust others could undermine the manager’s decision making capabilities and suboptimize organizational effectiveness.

Results (Indonesian) 2:

Pernyataan Soal
Hubungan antara manajer tujuan-directedness, umum kepercayaan, dan
gaya pengambilan keputusan tidak jelas. Telah ada kurangnya studi yang mengeksplorasi
hubungan antara tujuan-directedness dan pengambilan keputusan dalam pengaturan organisasi. Sebuah studi oleh Kenward, Folke, Holmberg, Johansson, dan Gredebäck (2009) meneliti tujuan-directedness dan pengambilan keputusan tetapi penduduk adalah anak-anak. Fokus upaya penelitian adalah kemampuan kognitif anak-anak mereka berusaha untuk mendapatkan hasil yang spesifik. Upaya penelitian lain pada tujuan-directedness telah berfokus pada individu pada berbagai tahap karir untuk menyertakan masuk ke perguruan tinggi dan pensiun (Koestner, 2008; Payne et al., 1991). Studi-studi ini tidak mengevaluasi manajer tujuan-directedness dalam kegiatan organisasi atau dampak dari tujuan-directedness pada pengambilan keputusan. Gap penelitian ini adalah signifikan karena tujuan-directedness terkait dengan bagaimana individu memandang masa depan dan rencana mereka ambil untuk mencapai tujuan mereka (Robbins & Patton, 1985). Kurangnya tujuan-directedness di manajer bisa memiliki implikasi negatif bagi manajer, bawahan, dan organisasi itu sendiri. Hal ini masuk akal untuk mengharapkan goaldirectedness yang akan berhubungan dengan gaya pengambilan keputusan. Parayitam dan Dooley (2009) mengamati bahwa ada beberapa upaya penelitian tentang peran kepercayaan dan pengambilan keputusan. Parayitam dan Dooley juga mencatat bahwa penelitian tentang kepercayaan dan pengambilan keputusan telah terfragmentasi. Dalam penelitian disertasinya tentang hubungan antara kepercayaan dan pengambilan keputusan, McClintock (2005) tidak menemukan hubungan yang signifikan antara kepercayaan umum dan pengambilan keputusan. Namun, McClintock menggunakan Rowe Keputusan Style Inventory (Rowe & Mason, 1987) untuk mengukur gaya pengambilan keputusan. Penelitian McClintock ini memiliki keterbatasan berdasarkan ukuran sampel yang tidak memadai dan pelanggaran asumsi untuk tes parametrik. Itu juga belum jelas apakah hubungan bisa muncul antara kepercayaan umum dan gaya pengambilan keputusan yang McClintock dipilih. Michel (2007) mencatat bahwa "kemampuan untuk membuat keputusan yang baik adalah mendefinisikan
atribut organisasi kinerja tinggi. Tantangannya adalah untuk memastikan bahwa baik
praktek pengambilan keputusan merasuki seluruh organisasi "(hal. 33). Organisasi
memahami pentingnya pengambilan keputusan manajerial dan telah berinvestasi dalam sumber daya untuk membantu manajer meningkatkan pengambilan keputusan mereka kemampuan (Kamhawi, 2008). Namun, sumber daya ini akan sia-sia jika kurangnya tujuan-directedness atau
keengganan untuk mempercayai orang lain adalah sifat umum dalam manajer. Kurangnya goaldirectedness atau keengganan untuk mempercayai orang lain bisa merusak keputusan manajer membuat kemampuan dan suboptimize efektivitas organisasi.