scholarly journals Modeling to Generate Alternatives in a Multiperiod Context: Apple Growers and Alar

1988 ◽  
Vol 17 (2) ◽  
pp. 139-146
Author(s):  
Martha A. Kimball
Keyword(s):  
Decision Making ◽  
Optimal Solution ◽  
Farm Management ◽  
Management Decision ◽  
Optimal Solutions ◽  
Black And White ◽  
Management Decision Making ◽  
Farm Manager

Farm management decision making would be enhanced if solutions to farm problems were offered as a set of feasible alternatives, rather than as a single “best” solution for achieving favorable results. A farm manager could evaluate an array of alternatives against the farm's unique characteristics, which frequently are difficult to quantify and model, and select the most efficient action for the farm. Often, when agricultural economists use optimization, a single optimal solution is presented, with the corresponding best method for implementation. If the optimal solution is not appealing, the farmer does not move toward more efficient practices because alternatives are not offered. It is possible, however, to eliminate black-and-white solutions and increase the choices offered to operators. Two techniques for this are the examination of nearly optimal solutions (NOS) and modeling to generate alternatives (MGA).

scholarly journals Spatial analysis of yield monitor data: case studies of on-farm trials and farm management decision making

2008 ◽  
Vol 9 (5) ◽  
pp. 269-283 ◽  
Author(s):  
Terry W. Griffin ◽  
Craig L. Dobbins ◽  
Tony J. Vyn ◽  
Raymond J. G. M. Florax ◽  
James M. Lowenberg-DeBoer
Keyword(s):  
Decision Making ◽  
Spatial Analysis ◽  
Case Studies ◽  
Farm Management ◽  
Management Decision ◽  
Yield Monitor ◽  
Management Decision Making ◽  
On Farm ◽  
Monitor Data

scholarly journals Application of Type I and II Errors in Dairy Farm Management Decision Making

1991 ◽  
Vol 74 (3) ◽  
pp. 902-910 ◽  
Author(s):  
David T. Galligan ◽  
William Chalupa ◽  
Charles F. Ramberg
Keyword(s):  
Decision Making ◽  
Dairy Farm ◽  
Farm Management ◽  
Management Decision ◽  
Type I ◽  
Management Decision Making

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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