The Role of Models in Management Decision-Making

2016 ◽  
pp. 223-235
Author(s):  
Bernard Bolle-Reddat ◽  
Renaud Dumora
Keyword(s):  
Decision Making ◽  
Management Decision ◽  
Management Decision Making

scholarly journals Audit Internal dan Efektivitas Pengendalian Intern Penjualan

2018 ◽  
Vol 3 (3) ◽  
pp. 1-11
Author(s):  
Radhi Abdul Halim Rachmat ◽  
Ivan Gumilar Sambas Putra ◽  
Ii Halilah
Keyword(s):  
Decision Making ◽  
Statistical Analysis ◽  
Internal Control ◽  
Descriptive Analysis ◽  
Internal Audit ◽  
Management Decision ◽  
Internal Auditors ◽  
Management Decision Making ◽  
Operational Activities

Sales activity plays an important role and needs to be controlled because it affects to the revenue. Sales control requires sales analysis that reveal undesirable developments need to be corrected. Internal Auditors who are not directly involved in operational activities can, therefore, assess all activities. Internal Auditors also provides objective information regarding sales data that will be the basis for management decision making. The purpose of this study is to: determine whether the internal audit on sales activities conducted by the company has been done adequately; determine whether the internal control over sales has been implemented effectively; and determine the role of internal audit in supporting the effectiveness of internal control sales. The authors perform hypothesis testing by doing descriptive analysis and statistical analysis. Based on the results, the effectiveness of internal control can be explained by the Internal Audit role of 63.2%.

Some Observations on Marketing Research in Top Management Decision Making

1969 ◽  
Vol 33 (4) ◽  
pp. 10-15 ◽  
Author(s):  
John G. Keane
Keyword(s):  
Decision Making ◽  
Marketing Research ◽  
Management Decision ◽  
Top Management ◽  
Management Decisions ◽  
Management Decision Making

The author's comments on the role of marketing research in top management decisions are based on his association with six companies (and continuing contact with many more) spanning manufacturing, consulting, and advertising. Some of these observations on the diverse marketing research-top management interface in decision making were presented to the Chicago Chapter of the American Marketing Association. The Chapter conferred a Merit Award on the earlier presentation during its 1968 competition for papers advancing the science of marketing.

Business Ethics and Stakeholder Analysis

1991 ◽  
Vol 1 (01) ◽  
pp. 53-73 ◽  
Author(s):  
Kenneth E. Goodpaster
Keyword(s):  
Decision Making ◽  
Natural Kinds ◽  
Stakeholder Analysis ◽  
Harvard Business Review ◽  
Management Decision ◽  
Management Decision Making ◽  
Short And Long Term ◽  
Peter Drucker

Much has been written about stakeholder analysis as a process by which to introduce ethical values into management decision-making. This paper takes a critical look at the assumptions behind this idea, in an effort to understand better the meaning of ethical management decisions.A distinction is made between stakeholder analysis and stakeholder synthesis. The two most natural kinds of stakeholder synthesis are then defined and discussed: strategic and multi-fiduciary. Paradoxically, the former appears to yield business without ethics and the latter appears to yield ethics without business. The paper concludes by suggesting that a third approach to stakeholder thinking needs to be developed, one that avoids the paradox just mentioned and that clarifies for managers (and directors) the legitimate role of ethical considerations in decision-making.So we must think through what management should be accountable for; and how and through whom its accountability can be discharged. The stockholders’ interest, both short- and long-term, is one of the areas. But it is only one.Peter Drucker, 1988Harvard Business Review

Reflections on the role of the specialist dual diagnosis clinician

2008 ◽  
Vol 1 (1) ◽  
pp. 14-19
Author(s):  
Justine Trippier ◽  
Stephen Parker
Keyword(s):  
Decision Making ◽  
Dual Diagnosis ◽  
Management Decision ◽  
Service Model ◽  
London Borough ◽  
What Works ◽  
Management Decision Making ◽  
And Training

This paper explains the service model devised in one London borough to help and support people with dual diagnosis. As well as discussing management, decision‐making and training issues, the authors outline what works, what does not work and what other organisations can learn from their experiences.

Business Ethics and Stakeholder Analysis

1991 ◽  
Vol 1 (1) ◽  
pp. 53-73 ◽  
Author(s):  
Kenneth E. Goodpaster
Keyword(s):  
Decision Making ◽  
Natural Kinds ◽  
Stakeholder Analysis ◽  
Harvard Business Review ◽  
Management Decision ◽  
Management Decision Making ◽  
Short And Long Term ◽  
Peter Drucker

Much has been written about stakeholder analysis as a process by which to introduce ethical values into management decision-making. This paper takes a critical look at the assumptions behind this idea, in an effort to understand better the meaning of ethical management decisions.A distinction is made between stakeholder analysis and stakeholder synthesis. The two most natural kinds of stakeholder synthesis are then defined and discussed: strategic and multi-fiduciary. Paradoxically, the former appears to yield business without ethics and the latter appears to yield ethics without business. The paper concludes by suggesting that a third approach to stakeholder thinking needs to be developed, one that avoids the paradox just mentioned and that clarifies for managers (and directors) the legitimate role of ethical considerations in decision-making.So we must think through what management should be accountable for; and how and through whom its accountability can be discharged. The stockholders’ interest, both short- and long-term, is one of the areas. But it is only one.Peter Drucker, 1988Harvard Business Review

scholarly journals Mobilizing Inuit Qaujimajatuqangit in Narwhal Management through Community Empowerment: A Case Study in Naujaat, Nunavut

ARCTIC ◽  
2018 ◽  
Vol 71 (1) ◽  
Author(s):  
Erin Keenan ◽  
Lucia M. Fanning ◽  
Chris Milley
Keyword(s):  
Decision Making ◽  
Community Empowerment ◽  
Management Decision ◽  
Quota System ◽  
Management Decision Making ◽  
Ultimate Responsibility ◽  
Communication Challenges ◽  
Inuit Knowledge

This research examines the relationship between government wildlife management and the use of Inuit knowledge or Inuit Qaujimajatuqangit (IQ) through a case study focusing on narwhal (Monodon monoceros) harvesting in the community of Naujaat, Nunavut. Since Fisheries and Oceans Canada (DFO) introduced a community quota system in 1971, the ultimate responsibility for decision making has shifted from hunting communities to government. This shift corresponds with changes in the use of IQ within the community. Interviews with hunters, elders, and representatives of the hunters and trappers organization in Naujaat provide insight into the nature of these changes. Key factors influencing the role of IQ in narwhal management decision making included the imposed quota system, the perception of the ongoing role of IQ, communication challenges, modern-day drivers of change, and the lack of decision-making authority at the community level.

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