Objective:

Characterize the decision-making patterns of managers who work in a service organization.

Methods and techniques:

A quantitative approach is used, through the application of the Melbourne Questionnaire DMQ II, which identifies four decision-making patterns; therefore, once applied, each manager can know the pattern from which they operate in the decision-making process. decisions. Also, the observation.

Main results:

Given the stress generated by making a decision, managers tend to initially react by postponing the decision process. Transference is also presented as a pattern in managers, which constitutes another manifestation of avoidance or escape from decision conflict. The least developed pattern is vigilance, which gives indications that they generally show a low level of optimism regarding finding a solution and believing that they have enough time to systematically search for relevant information and evaluate it reasonedly.

Conclusions:

the need to continue working on the issue is evident given its importance for management activity, as well as insisting on training to reverse the pattern of postponement, which hinders the solution of existing problems.

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