خشایار پورمحمد شاهینی

<span class="H5CharChar"><span>This research identifies decision-making styles and components of succession planning and examines their relationship.The statistical population (190 people) in the present survey research consists of Pars Special Economic Energy Zone (PSEEZ) Organization managers who were assessed using the Census Method. Scott and Bruce’s general decision-making questionnaire and Kim’s succession planning questionnaire were used with a response rate of 90%. Data was analyzed with the SPSS and Smart Planning softwares. In analyzing the obtained results, the dominant decision-making style is rational, followed respectively by the intuitive, dependent, avoidant, and spontaneous decision-making styles. By investigating succession planning capabilities, the results of the research showed that among items in the succession planning system, candidate evaluation ranked first, followed by policy setting, system evaluation, and candidate development respectively as the priorities of the statistical population. The research hypothesis based on a significant relationship between the decision-making styles and organizational succession planning capabilities was confirmed. In order to improve its human resources and bridge the gap with global standards, it is therefore proposed that the senior management of the organization take serious steps to implement the succession planning program. It is also recommended that other esteemed researchers carry out the present research again after the implementation of the succession planning program in the studied organization and compare the results before and after the implementation of the program.</span></span>

The present research seeks to assess the relationship between the Individual value system and decision-making styles. The statistical population (190 people) consists of Pars Special Economic Energy Zone (PSEEZ) Organization managers who were assessed using the Census Method. The Myers and Myers cognitive demographic and value systems questionnaire and Scott and Bruce’s decision-making questionnaire were used with a response rate of 90%.. Data was analyzed with the SPSS and Smart Planning softwares. It was found that the dominant Individual value system is success-oriented, followed respectively by system-oriented, realistic, tribal, community-oriented, and autocentric.Also, the dominant decision-making style in the statistical population is rational, followed by intuitive, dependent, avoidant, and spontaneous decision-making styles respectively. It was also concluded that success-oriented and tribal value systems had the most significant relationship with decision-making styles and the community-oriented value system the least. Only the individual variables of race (ethnicity) and field of study had a significant relationship with the Individual value system. The other personal and organizational variables had no significant relationship with the Individual value system. Creating motivation and a sense of employee participation in the future of the organization is proposed as the most important way of improving the value system of the statistical population so that the tendency to make spontaneous decisions can lean more towards making rational decisions to the same extent. Investigating the relationship between decision-making styles is another effective topic in improving these in an organization and is thus recommended to other researchers in the field.