The main purpose of this research is to identify the value systems and decision-making styles of Iranian managers. The relationships between their value systems and decision styles, and between their value systems and certain demographic variables (such as level of education, social group, etc.) and organizational variables (such as company size, kind of ownership, etc.) are also investigated. Both quantitative and qualitative methods are applied in this study and the following analyses are undertaken:a one-way univariate and multivariate analysis of variance (ANOVA and MANOVA) are used to test the hypotheses developed in Chapter 1.Mean differences are examined, using multiple discriminant analysis (MDA), when significant results are obtained.Pearson Partial Correlation analysis is performed to elucidate the relationships between the managerial value systems and their status of individualism/collectivism.Case study analysis is conducted for an in-depth investigation into the data.In the quantitative portion of the study, a sample of 768 managers in various organizations was surveyed. Statistical analysis of the survey data classified managerial value systems into tribalistic, egocentric, conformist, manipulative, sociocentric, and existential. This classification was conducted in accordance with the framework developed by Flowers et al. (1975). Furthermore, following Ali's questionnaire (1993), managerial decision-making styles were classified into autocratic, pseudo-consultative, consultative, participative, pseudo-participative, and delegative.The findings indicate that an average Iranian manager represents a mix of all six value systems in roughly equal proportions. The data suggests that a conformist orientation is the dominant value system of Iranian managers followed by sociocentric values, with egocentric values the least dominant. As for the decision styles, ++
