The evaluation method of the integration degree of legalization and scientization of voice technology in private enterprise management decision making

2021 ◽  
Author(s):  
Zhiguo He
Keyword(s):  
Decision Making ◽  
Evaluation Method ◽  
Private Enterprise ◽  
Enterprise Management ◽  
Management Decision ◽  
Voice Technology ◽  
Management Decision Making ◽  
Integration Degree

FEATURES OF THE ANALYSIS FOR MANAGEMENT DECISION MAKING

2015 ◽  
Vol 10 (3) ◽  
pp. 30-34
Author(s):  
Фасхутдинова ◽  
Milyausha Faskhutdinova ◽  
Садриева ◽  
Elvira Sadrieva
Keyword(s):  
Decision Making ◽  
Information Needs ◽  
Financial Analysis ◽  
Management Accounting ◽  
Financial Accounting ◽  
Enterprise Management ◽  
Management Decision ◽  
Internal Factors ◽  
Management Decision Making ◽  
The One

This article discusses the essence of the analysis, required for management decision-making in the enterprise. Management analysis is the observation of the dynamics of the internal and external changes, that will respond quickly to changing external and internal factors and adjust the irrelevant goals and strategies, forecast the situation for the future. On the one hand, the management analysis can be a type of economic analysis and, on the other hand, it can be integrated with management accounting and is designed to provide the information needs of administration in the analytical information for management decision-making. The The statement, organization and content of the information of management accounting and analysis is individual for each enterprise, unlike financial accounting and financial analysis.

scholarly journals The tasks of the analytical support of management and their implementation

2020 ◽  
Vol 11 (2) ◽  
pp. 41-48
Author(s):  
I. Lazaryshyna ◽  
◽  
O. Symonenko ◽  
Keyword(s):  
Decision Making ◽  
Cash Flows ◽  
Information Support ◽  
Enterprise Management ◽  
Management Decision ◽  
Effective Management ◽  
Strategic Decisions ◽  
Managerial Decisions ◽  
Management Decision Making ◽  
Decision Making System

The article is devoted to the actual and less studied problem of realization of the management decision-making analytical support tasks. It is grounded that full or partial uncertainty of the environment in which the enterprise operates determines the clearly structured regulations formation that maximize the information support volume and quality. It is noted that the analytical support task at tactical and strategic management levels is different. On the basis of application of scientific research common scholarly and special methods, the coordination of analytical support tasks of their realization decision-making and consequences in activity-based management was carried out. The comparison of the effective and efficient enterprise management essence has been carried out. It is determined that effective management is the integration of functional and infrastructural components to achieve the long-term enterprise goals. The comparative analysis of traditional tasks of effective management economic analysis and analytical support was carried out. It has been substantiated that the analytical support tasks must necessarily be coordinated with the format of the management solution support system and the management type. A strong correlation between effective management and accounting and analytical support has been established. The influence of tactical and strategic decisions information support by the level of materiality on the reasons of low-quality management has been identified. The model of managerial decisions acceptance and realization in the activity-based management system is reviewed and supplemented. It is offered to allocate two groups of management performance assessment indices-indicators. The first indices-indicators group includes indices of dynamics of assets, capital, liabilities, incomes, expenses, financial results, cash flows. The second group includes indices characterizing the decision-making system as a whole.

scholarly journals IMPLEMENTATION OF PROCESS MANAGEMENT IN THEORY OF MANAGEMENT DECISION MAKING

2021 ◽  
Author(s):  
Oleksandr Olshanskiy ◽  
◽  
Olha Tkachenko ◽  
Svitlana Tkachova ◽  
◽  
...  
Keyword(s):  
Decision Making ◽  
Business Process ◽  
Management System ◽  
Process Management ◽  
Reference Model ◽  
Process Approach ◽  
Enterprise Management ◽  
Management Decision ◽  
Management Decision Making ◽  
Enterprise Management System

The article focuses on the analysis of the company process management in the framework of modern organizational and economic concepts. This approach contributes to creating an extraordinary possibility of leveling out the negative influence of the environment factors and achieving a stable position for the company in the services market. The paper offers the system vision of the company's process management problems as a set of interconnected and interacting elements of the system. In present time economic reality, this county's companies' performance is entirely dependent on the ability to transform the key company processes into strategic initiatives aimed at maximizing customer satisfaction and the company's ability to react and forecast market changes. At the same time, the environment unpredictability and rapid dynamics constantly change the conditions under which companies operate. In view of this, the urgent task of operational response to various kinds of change arises, since the timely reaction of the company management of to changes in the environment can provide a long-term sustainable development of the company. Bringing the level of companies’ business process management up to meet the requirements of the internal and external environment will contribute to improving the overall level of efficiency of its business activities. As a result of the research, the process management of the enterprise has been analyzed in the framework of modern organizational and economic concepts, namely, the process approach has been considered and implemented in the theory of management decision making. It is proved that the implementation of the process approach in the theory of management decision-making contributed to the creation of the architecture of the business process system of enterprises. A reference model of the business process "Organization of the enterprise management system" has been developed, which ultimately allows to improve the entire enterprise management system. The proposed reference model can be taken as a basis for modeling the main business processes that create added value of the enterprise. The interdisciplinary nature of the process management theory is constantly gaining volume and becoming one of its distinct competencies.

An Enterprise Management Decision Making System based on Possibility Theory

2015 ◽  
Vol 11 (4) ◽  
pp. 1-27
Author(s):  
Mounes Asadi ◽  
Hamed Fazlollahtabar ◽  
Babak Shirazi
Keyword(s):  
Decision Making ◽  
Information Flow ◽  
Large Scale ◽  
Business Processes ◽  
Possibility Theory ◽  
Enterprise Management ◽  
Management Decision ◽  
Implementation Purpose ◽  
Operational Systems ◽  
Management Decision Making

One of the substantial problems in large scale enterprises is lack of the integrity of the operational systems. The information flow among different departments is aiming at integrating data, applications and business processes in an organizational platform. In this research, the authors propose to design a process of decision support system for the integration of three corporate units: purchasing, sales and production. Here, they examine the process in two steps of information flow in each enterprise unit for decision making. While in the second step and according to data from the previous step and due to the uncertainty in the enterprise data it was determined to implement the rules of the system by the possibility theory. Thereby, the events that have effective role in the integrity of organization for each unit are known and enterprise should focus on them to achieve goals. Also, to use actual data of enterprise and to be able to use the results of the work objectively, the authors conducted a case study for implementation purpose.

MODEL AND ALGORITHMS FOR OBTAINING OPTIMAL SOLUTIONS FOR ENTERPRISE MANAGEMENT WITH SMALL BATCH PRODUCTION

2018 ◽  
pp. 89-96
Author(s):  
K. V. Sokolov ◽  
N. E. Libman
Keyword(s):  
Decision Making ◽  
Optimization Criterion ◽  
Enterprise Management ◽  
Management Decision ◽  
Small Scale ◽  
Production Cycle ◽  
Scale Production ◽  
Optimal Solutions ◽  
Management Decision Making ◽  
Modern Technologies

With the intensive development of modern technologies and competition for the execution of orders there is a need in the shortest possible time to find and implement optimal solutions for the management of the entire production cycle. At the same time, it is necessary to take into account a large number of initial data that have an impact on production and on the entire socio-economic system of the enterprise. Providing intellectual support to the decision-maker in the management of especially enterprises with a large range of small-scale production is now especially important. The authors developed and built a mathematical model of the description of the management system and management decision-making in enterprises with a single and small-scale production. Within the framework of this task, the optimization criterion is selected and the limitations in the system are determined. Developed algorithms and software to implement computer modeling and obtain optimal values for decision-making on the production and management of the enterprise in particularly difficult conditions.

Centralization and Effectiveness of Reward Management in Multinational Enterprises

2018 ◽  
Vol 17 (2) ◽  
pp. 55-65 ◽  
Author(s):  
Michael Tekieli ◽  
Marion Festing ◽  
Xavier Baeten
Keyword(s):  
Decision Making ◽  
Social Identity Theory ◽  
Multinational Enterprises ◽  
Role Identity ◽  
Management Decision ◽  
Role Identities ◽  
Management Decision Making ◽  
New Perspective ◽  
Subsidiary Managers ◽  
The Relationship

Abstract. Based on responses from 158 reward managers located at the headquarters or subsidiaries of multinational enterprises, the present study examines the relationship between the centralization of reward management decision making and its perceived effectiveness in multinational enterprises. Our results show that headquarters managers perceive a centralized approach as being more effective, while for subsidiary managers this relationship is moderated by the manager’s role identity. Referring to social identity theory, the present study enriches the standardization versus localization debate through a new perspective focusing on psychological processes, thereby indicating the importance of in-group favoritism in headquarters and the influence of subsidiary managers’ role identities on reward management decision making.

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