1. Decision-making Style

  1. I enjoy job that:
  1. Are technical and well defined.
  2. Have considerable variety.
  3. Allow independent actions.
  4. Involve people
  1. In my job I look for:
  1. Practical results.
  2. The best solutions.
  3. New approaches for ideas.
  4. Good working environment.
  1. When faced with a problem, I:
  1. Rely on proven approaches.
  2. Apply careful analysis.
  3. Look for creative approaches.
  4. Rely on my feelings.
  1. When using information, I prefer:
  1. Specific facts.
  2. Accurate and complete data.
  3. Coverage of many options.
  4. Easily understood data.
  1. When not sure what to do, I:
  1. Rely on intuition.
  2. Search for facts.
  3. Look for a compromise.
  4. Wait before making decision.
  1. I am especially good at:
  1. Remembering dates and facts.
  2. Solving difficult problems.
  3. Seeing many possibilities.
  4. Interacting with others.
  1. When time is important, I:
  1. Decide quickly.
  2. Follow plans and priorities.
  3. Refuse to be pressured.
  4. Seek guidance and support.
  1. I work well with those who are:
  1. Energetic and ambitious.
  2. Self-confident.
  3. Open-minded.
  4. Polite and trusting.
  1. Others consider me:
  1. Aggressive.
  2. Disciplined.
  3. Imaginative.
  4. Supportive.
  1. My decisions typically are:
  1. Realistic and direct.
  2. Systematic and abstract.
  3. Broad and flexible.
  4. Sensitive to the needs of others.
  1. When possible, I avoid:
  1. Long debates.
  2. Incomplete work.
  3. Numbers or formulas.
  4. Conflict with others

According to the analysis of the decision-making style, my preferred decision-making style is Analytical. The key characteristics of the Analytical style include focusing on tasks and technical problems and taking the logical approach to problem solving, considering every issue of a problem, acquirement of information by applying careful analysis and using a great amount of data. It also foresees evaluation of the information through abstract thinking and avoiding of the usage of incomplete data. Analytical style is also characterized by having a high tolerance for ambiguity and applying of an innovative approach in problem solving. Typical leadership characteristics of those with an Analytical decision-making style include intellectual and ingenious features, aspiration of control, impersonal social orientation, skills of organizing facts and establishing control. At the same time, a person with Analytical decision-making style prefers limited control by others, completes tasks with rigorous analysis and adhering to detailed plans. This type of decision-making style also requires the motivation determined by complex situations with variety and challenge, and necessity to predict outcomes. Moreover, others may perceive this style as dogmatic, over controlling, impersonal, too careful or mathematical, and sometimes too slow. Analytical decision-making style can be effectively applied in investment decisions.

  1. Article reports

Bad Decision vs. Wrong Decision – There is a Difference

Indeed, every day a person has to take a great number of decisions. They may vary from having great importance to being insignificant. However, every decision has influence on people’s lives and some of them may have a long-lasting impact and effects. For instance, the decision whether to eat healthy food or not does not make the difference in everyday life. However, it can have a huge impact over the decades (Hendren, 2011). Thus, the main idea of the article states that wrong decisions over a long period do mean bad decisions. There is a connection between wrong and bad decisions and each of them may have the same disastrous effect.

However, there is also a category of the decisions that are taken with little knowledge about future consequences. In this case, a person has to make a decision on educated guesses, hunches, and even intuition. As the same time, a decision made on the best available information can also result in negative results. It can be considered a wrong decision, but it cannot be a bad decision.

According to the article, a lot of people make bad decisions while picking a particular direction, investment, or friend, because the decision-making process is based on the wishful thinking rather than knowledge and perception. Such a decision is also considered being a bad decision. I agree with the main idea of the article that it is important to make decisions upon getting as much information as possible and then decide. Moreover, it is important to recognize the consequences of wrong decisions and learn experience form them.

I also had an experience of applying wrong decisions. Some of them were made because of the underestimating of the situation and capabilities, others because of the relying on feelings rather than mind. However, the most serious were those made on underestimating of the information. As a result, I try to make decisions based on the knowledge and the most recent information. Even if they turned to be wrong, they not necessarily could be bad decisions.

6 Reasons Leaders Make Bad Decisions

Leadership is not an easy task, and not everyone can be a good leader. Employees expect their leaders to possess several qualities, guarantee clarity of purpose, and achieve performance expectations. However, often leaders fail to manage human resources. It becomes the most visible when leaders make bad decisions.

The main idea of the article states that bad decision-making is present in the modern world, and it is determined by certain reasons. For instance, it is greatly determined by the inability of leader to complete their tasks and responsibilities or promoting people into leadership positions for the wrong reasons. Moreover, bad decisions can be made because of the several reasons. Firstly, they include too much reliance on experience. It is important to rely on experience, but sometimes it can be dangerous. It can simply does not meet the circumstances of a particular situation. Secondly, reasons of bad decision making include addictedness to corporate politics. Political motivations result in falling under other people’s motives. Thirdly, lack of clarity of purpose can lead to bad decisions. Good decisions are based on knowledge and clear perception of goals and objectives. Fourthly, mismanage resources undermines the possibility to become a good decision maker. Fifthly, leaders that do not see the opportunities cannot make good decisions. It is easier to predict possible outcomes of a decision when there is clarity of opportunities. Finally, if a leader does not trust himself, he can make bad decisions (Llopis, 2013).

I agree with the main idea of the article. Indeed, good decision-making process has to be based on evaluation of a current situation, knowledge and the most recent information, improving understanding of the human resources. Indeed, applying of experience to a new sphere cannot bring desirable results. New environment requires new approaches. Otherwise, a person can make bad decisions. Clarity of purpose can help a leader to make decisions that meet expectations of the employees and result in achieving success. Moreover, there are a great number of leaders who make bad decisions because they are aimed at advancing their own ambitions.

I have an experience of having a deal with people promoted into leadership positions for the wrong reasons. It is the most visible for employees and the leaders fail to perform their tasks and make decisions. With the bad decision-making, employees’ confidence and trust decreases. It has to be mentioned that employees are inspired if their leaders are capable of making good and smart decisions. From my experience, I can say that indeed bad decision-making and poor leadership qualities can result in the decline of performance. Mentioned reasons of bad decision-making have to be taking into account in order to prevent negative consequences and build successful organizational environment, motivate and inspire employees. It is also necessary to improve decision-making skills in order to remain a good leader. Good decision-making is based on the personal development and improving of the existing approaches.


  1. Hendren, M. (2011). Bad decision vs wrong decision – there is a difference. Activerain. Retrieved from http://activerain.com/blogsview/2523852/bad-decision-vs-wrong-decision-there-is-a-difference.
  2. Llopis, G. (2013). 6 reasons leaders make bad decisions. Forbes. Retrieved from http://www.forbes.com/sites/glennllopis/2013/05/28/6-reasons-leaders-make-bad-decisions/.
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