Decision Making Behavior based in Universal Factors Model

Decision Making Behavior based in Universal Factors Model
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The applicability of the Universal Factors Model based on industrial motives over national culture is agreeably accurate. Industrial motives tend to remain stably similar while national cultural factors change from one country to another. Curtis, Conover, and Chui (2012) found big differences in power distance between east and west countries based on the concepts of national culture. The implication is that the democratic nature of the West reduces power distance as a measure of cultural influence among individuals from a national level, and using this model in the corporate world may not present yieldable results. Instead, relying on a more industrial motive that is universal may predictably present a credible model that any organization in the world can apply. Therefore, unlike the limited national cultural model with varied power distances when comparing countries such as China and Japan with the USA, the industrial motive model will provide less or no differences in these countries, making it more predictable and, thus, much more applicable.
Secondly, comparisons of the most influential models of decision-making in organizations, industrial motive ones such as participative decision-making, have led to self-managed teams in better and much more efficient ways. A study by Sagie and Eycan (2003) showed that participative decision-making using the concepts of individualism and collectivism led to self-managed teams. Teamwork is an essential part of the universal model of corporate work. Thus, the industrial motive of achieving higher results from teamwork is much more applicable universally than the changing national cultural model that may apply differently.
Lastly, effective decision-making is a prerequisite of employee satisfaction, cus...