MANAGERS’ PROPENSITY FOR PARTICIPATIVE DECISION MAKING IN BANGLADESH AND MALAYSIA: A COMPARATIVE STUDY
Subordinate participation in the decision-making process has been practised extensively in developed countries for a long time. Less is known about developing and least developing nations. This study assesses the propensity for participative decision making among the managers of Bangladesh and Malaysia. The hypotheses test propensity scale among the managers of both the countries and if mangers of Malaysian Industries demonstrate more propensity than Bangladeshi managers. In the process, the study assesses the similarities and differences of opinion concerning four dimensions of the participative decision-making process, i.e. organisational effectiveness, organisational culture, perceived power-sharing and mutual trust. The quantitative survey research approach found that individual differences significantly determine one’s propensity for the participative decision-making process. In an independent samples t-test, Malaysian managers have shown a more significant level propensity for participative decision making than Bangladeshi managers. The study also shows that there is a significant relationship between trust and organisational culture as two important dimensions of PDM. The results of this study arise a case for managers of both countries to question their expectations about employees and disparagingly examine whether their predispositions influence their decision-making practices. The findings may provide business leaders of both the courtiers in these contexts with an understanding of the possible adaptation of the concept of the participative decision-making process. KEYWORDS: Propensity for Participative Decision-Making Process, Productivity, Managing People at Work, Power Sharing, Bangladesh, Malaysia