Decision-making Practices in Africa
Abstract This chapter presents an understanding of the nature, peculiarities and factors that influence decision-making by executives and managers across the various sub-regions of Africa. Focusing on factors such as culture, faith, ethics, information paucity and institutions, the chapter examines...
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description | Abstract
This chapter presents an understanding of the nature, peculiarities and factors that influence decision-making by executives and managers across the various sub-regions of Africa. Focusing on factors such as culture, faith, ethics, information paucity and institutions, the chapter examines the prevailing nature of decision-making in West Africa, East Africa, Northern Africa and Southern Africa. Interestingly, decision-making in these regions is characterised by unique features and peculiarities. The Ubuntu African philosophy was used to illustrate the traditional African lifestyle and decision-making practice. Drawing from both traditional and contemporary decision-making approaches, it identifies similarities as well as differences in the approach employed by decision-makers across the various sub-regions of Africa. To clearly articulate the similarities and differences, interviews and surveys were used to gather data from managers operating in these regions. Factor analysis enabled the description of underlying factors that drive decision-making within each region. The chapter further illustrates a framework for decision-making practice in Africa, which shows the dynamics and important features of decision-making among executives in Africa. The author describes decision- making as an essential competence for managers and posits that being cognisant of the factors that influence decision-making significantly improves organisational performance. In conclusion, it recommends suitable strategies that enhance the quality of decision-making for both managers and educators. |
doi_str_mv | 10.1108/S1877-636120180000020012 |
format | Book Chapter |
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This chapter presents an understanding of the nature, peculiarities and factors that influence decision-making by executives and managers across the various sub-regions of Africa. Focusing on factors such as culture, faith, ethics, information paucity and institutions, the chapter examines the prevailing nature of decision-making in West Africa, East Africa, Northern Africa and Southern Africa. Interestingly, decision-making in these regions is characterised by unique features and peculiarities. The Ubuntu African philosophy was used to illustrate the traditional African lifestyle and decision-making practice. Drawing from both traditional and contemporary decision-making approaches, it identifies similarities as well as differences in the approach employed by decision-makers across the various sub-regions of Africa. To clearly articulate the similarities and differences, interviews and surveys were used to gather data from managers operating in these regions. Factor analysis enabled the description of underlying factors that drive decision-making within each region. The chapter further illustrates a framework for decision-making practice in Africa, which shows the dynamics and important features of decision-making among executives in Africa. The author describes decision- making as an essential competence for managers and posits that being cognisant of the factors that influence decision-making significantly improves organisational performance. In conclusion, it recommends suitable strategies that enhance the quality of decision-making for both managers and educators.</description><identifier>ISSN: 1877-6361</identifier><identifier>ISBN: 9781787548497</identifier><identifier>ISBN: 178754849X</identifier><identifier>EISBN: 1787548503</identifier><identifier>EISBN: 9781787548503</identifier><identifier>DOI: 10.1108/S1877-636120180000020012</identifier><identifier>OCLC: 1046676587</identifier><identifier>LCCallNum: HD28-70</identifier><language>eng</language><publisher>United Kingdom: Emerald Publishing Limited</publisher><subject>Management Science & Operations ; Management Science/Operations Research</subject><ispartof>Indigenous Management Practices in Africa, 2018, Vol.20, p.221-247</ispartof><rights>Copyright © 2018 Emerald Publishing Limited</rights><woscitedreferencessubscribed>false</woscitedreferencessubscribed><relation>asm</relation></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Uhttps://ebookcentral.proquest.com/covers/5479168-l.jpg</thumbnail><link.rule.ids>779,780,784,793,27925</link.rule.ids></links><search><contributor>Kinoti Meru, Abel</contributor><contributor>Uzo, Uchenna</contributor><creatorcontrib>Okonedo, Enase</creatorcontrib><title>Decision-making Practices in Africa</title><title>Indigenous Management Practices in Africa</title><description>Abstract
This chapter presents an understanding of the nature, peculiarities and factors that influence decision-making by executives and managers across the various sub-regions of Africa. Focusing on factors such as culture, faith, ethics, information paucity and institutions, the chapter examines the prevailing nature of decision-making in West Africa, East Africa, Northern Africa and Southern Africa. Interestingly, decision-making in these regions is characterised by unique features and peculiarities. The Ubuntu African philosophy was used to illustrate the traditional African lifestyle and decision-making practice. Drawing from both traditional and contemporary decision-making approaches, it identifies similarities as well as differences in the approach employed by decision-makers across the various sub-regions of Africa. To clearly articulate the similarities and differences, interviews and surveys were used to gather data from managers operating in these regions. Factor analysis enabled the description of underlying factors that drive decision-making within each region. The chapter further illustrates a framework for decision-making practice in Africa, which shows the dynamics and important features of decision-making among executives in Africa. The author describes decision- making as an essential competence for managers and posits that being cognisant of the factors that influence decision-making significantly improves organisational performance. In conclusion, it recommends suitable strategies that enhance the quality of decision-making for both managers and educators.</description><subject>Management Science & Operations</subject><subject>Management Science/Operations Research</subject><issn>1877-6361</issn><isbn>9781787548497</isbn><isbn>178754849X</isbn><isbn>1787548503</isbn><isbn>9781787548503</isbn><fulltext>true</fulltext><rsrctype>book_chapter</rsrctype><creationdate>2018</creationdate><recordtype>book_chapter</recordtype><recordid>eNplkE1PwzAMhoP4EDD2HypxLthtEifHaXxKk0ACDpyitPEg2taOpvx_OjZ2wRfL8vtYfl8hMoQrRDDXL2iIcl1qLAANbKoAwOJAnCMZUtIoKA_F2JLZzdLSkTjbYyeDEKTWpJWhUzFOKVYAWpfKKn0mLm-4jim2Tb7yi9h8ZM-dr_tYc8pik03mXaz9hTie-2Xi8a6PxNvd7ev0IZ893T9OJ7Oc0VKfM5PEihCCHX7SOhDrMkiCAn2QRmNVWSJlamMtYICAXqn5sLdBMUsuR0Ju76679uubU--4attFzU3f-WX96dc9d8kpSRa1cQWSK6QasPctxisedMFtoOQQ3CZB95ug-5-g-3Puts7d3rmLjds6L38AjkZqSA</recordid><startdate>2018</startdate><enddate>2018</enddate><creator>Okonedo, Enase</creator><general>Emerald Publishing Limited</general><scope>FFUUA</scope></search><sort><creationdate>2018</creationdate><title>Decision-making Practices in Africa</title><author>Okonedo, Enase</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-e197t-ee741b710d950366d7e63d47021ad4861bb97758c89901d0d1a55f4709d5ee4e3</frbrgroupid><rsrctype>book_chapters</rsrctype><prefilter>book_chapters</prefilter><language>eng</language><creationdate>2018</creationdate><topic>Management Science & Operations</topic><topic>Management Science/Operations Research</topic><toplevel>online_resources</toplevel><creatorcontrib>Okonedo, Enase</creatorcontrib><collection>ProQuest Ebook Central - Book Chapters - Demo use only</collection></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Okonedo, Enase</au><au>Kinoti Meru, Abel</au><au>Uzo, Uchenna</au><format>book</format><genre>bookitem</genre><ristype>CHAP</ristype><atitle>Decision-making Practices in Africa</atitle><btitle>Indigenous Management Practices in Africa</btitle><seriestitle>asm</seriestitle><date>2018</date><risdate>2018</risdate><volume>20</volume><spage>221</spage><epage>247</epage><pages>221-247</pages><issn>1877-6361</issn><isbn>9781787548497</isbn><isbn>178754849X</isbn><eisbn>1787548503</eisbn><eisbn>9781787548503</eisbn><abstract>Abstract
This chapter presents an understanding of the nature, peculiarities and factors that influence decision-making by executives and managers across the various sub-regions of Africa. Focusing on factors such as culture, faith, ethics, information paucity and institutions, the chapter examines the prevailing nature of decision-making in West Africa, East Africa, Northern Africa and Southern Africa. Interestingly, decision-making in these regions is characterised by unique features and peculiarities. The Ubuntu African philosophy was used to illustrate the traditional African lifestyle and decision-making practice. Drawing from both traditional and contemporary decision-making approaches, it identifies similarities as well as differences in the approach employed by decision-makers across the various sub-regions of Africa. To clearly articulate the similarities and differences, interviews and surveys were used to gather data from managers operating in these regions. Factor analysis enabled the description of underlying factors that drive decision-making within each region. The chapter further illustrates a framework for decision-making practice in Africa, which shows the dynamics and important features of decision-making among executives in Africa. The author describes decision- making as an essential competence for managers and posits that being cognisant of the factors that influence decision-making significantly improves organisational performance. In conclusion, it recommends suitable strategies that enhance the quality of decision-making for both managers and educators.</abstract><cop>United Kingdom</cop><pub>Emerald Publishing Limited</pub><doi>10.1108/S1877-636120180000020012</doi><oclcid>1046676587</oclcid><tpages>27</tpages></addata></record> |
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issn | 1877-6361 |
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source | Emerald Books Business Management And Economics |
subjects | Management Science & Operations Management Science/Operations Research |
title | Decision-making Practices in Africa |
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