Intuition, prayer, and managerial decision‐making processes: a religion‐based framework

2009 ◽  
Vol 47 (6) ◽  
pp. 930-949 ◽  
Author(s):  
Anselmo Ferreira Vasconcelos
Keyword(s):  
Decision Making ◽  
Managerial Decision ◽  
Managerial Decision Making ◽  
Decision Making Processes

scholarly journals The Effect Of Mobile BI On Organisational Managerial Decision-Making

2014 ◽  
Vol 30 (4) ◽  
pp. 1003 ◽  
Author(s):  
Yasser Buchana ◽  
Visvanathan Naicker
Keyword(s):  
Decision Making ◽  
Business Intelligence ◽  
Business Processes ◽  
Information Resources ◽  
Mobile Business ◽  
Managerial Decision ◽  
Managerial Decision Making ◽  
New Era ◽  
It Systems ◽  
Decision Making Processes

<p>Managerial decision-making has always involved the use of numerous distinct information resources. Modern managerial decision-making processes require a wealth of information that is enhanced and transformed into knowledge in order to take effective action. Mobility in business is increasingly exercising influence on core business processes of organisations. Recent advances in wireless technologies coupled with the rapid growth of mobile devices in business have led to a new era in business computing. Mobile Business Intelligence (Mobile BI) is a system that has been conceived to assist, accelerate and to enhance the managerial decision-making processes. Drawing from an array of previous studies that attempted to measure the value of Business Intelligence (BI) and other IT systems in organisations, this study develops a new kind of measure which is based on an understanding of the distinct properties of Mobile BI systems in an organisational-oriented context.</p>

Proficiency Evaluation of Clinical Chemistry Laboratories

1972 ◽  
Vol 18 (3) ◽  
pp. 222-236 ◽  
Author(s):  
G F Grannis ◽  
H-D Grümer ◽  
J A Lott ◽  
J A Edison ◽  
W C McCabe
Keyword(s):  
Decision Making ◽  
Clinical Chemistry ◽  
Managerial Decision ◽  
Managerial Decision Making ◽  
Control Information ◽  
Laboratory Results ◽  
Decision Making Processes ◽  
Basic Quality ◽  
Chemistry Laboratories ◽  
Limits Of Error

Abstract The problem of proficiency evaluation of clinical chemistry laboratories is considered in terms of the accuracy, precision, and allowable limits of error of 10 common analytical procedures, and in terms of the proficiency of individual analysts and the occurrence of gross laboratory mistakes. The concept of the operational chart is developed, and its use is illustrated. Operational charts summarize basic quality-control information in a clear, concise, goal-oriented perspective which is useful for evaluating the performance of individual laboratories and for comparing groups of laboratories. The charts aid in identifying major problems relating to the reliability and clinical usefulness of laboratory results, and should facilitate managerial decision-making processes.

scholarly journals Emotional intelligence as a determinant of management decision-making styles

2021 ◽  
Vol 51 (3) ◽  
pp. 344-359
Author(s):  
Anatoly V. Karpov ◽  
◽  
Natalia V. Sidorova ◽  
Keyword(s):  
Decision Making ◽  
Emotional Intelligence ◽  
Diagnostic Methods ◽  
Management Decision ◽  
General Level ◽  
Managerial Decision ◽  
Managerial Decision Making ◽  
Decision Making Styles ◽  
Management Decision Making ◽  
Decision Making Processes

Introduction. Nowadays, management psychology structure consists of two major fundamental lines of research – psychological theory of managerial decision-making process and researches in the sphere of emotional intelligence and its influence on management activity and organizational resilience management overall. However, still there is almost total lack of researches carried out on the border line of these directions, causing a significant deterrence of development of each of these trends. In this regard, the main purpose of this research is to identify and explain the determinative influence of emotional intelligence on the stylistic differentiation of managerial decision-making processes. Materials and methods. The first group contains diagnostic methods - self-developed methodology of management decisions' stylistic differences diagnostics and D.V. Lucine's methodology «Emotional Intelligence». The second group contains, on the one hand, traditional mathematical-statistical data-processing methods (ANOVA), and on the other hand, methods based on the structural psychological analysis methodology. It is important to note that 304 people took part in this research on its different phases Results. Statistically significant differences were obtained both in the general level of emotional intelligence and in all its components (F = 3,02-8,54 at p≤0.03). Different style groups formed a certain sequence according to the degree of decrease in the total score of emotional intelligence: a group with a realization style – 104,3 points, with an authoritarian style – 93,9 points, with a marginal style – 89,7 points, with a situational style – 87,1 points, with a conniving style – 83,7 points. At the same time, the greatest organization of the structure was found among managers with a permissive style, and the least among respondents with a dominant authoritarian style. Discussion and conclusion. Much new evidence has been presented to identify and explain a general pattern based on the significant determinant influence of emotional intelligence on management decision-making styles. The research has proved that stylistic differences in the managerial decision-making processes stem from qualitatively heterogeneous structural patterns of emotional intelligence, but not only from its local characteristics.

ERP Software Selection-Widening the Current Debate

2011 ◽  
pp. 58-71 ◽  
Author(s):  
David Sammon ◽  
Frédéric Adam
Keyword(s):  
Decision Making ◽  
Business Model ◽  
Research Study ◽  
Current Debate ◽  
Software Selection ◽  
Managerial Decision ◽  
Managerial Decision Making ◽  
Traditional Research ◽  
Decision Making Processes ◽  
Selection Phase

This chapter reflects on the nature of managerial decision making in the case of ERP projects. It draws on the increasing volume of organisational ERP literature now being published, but also attempts to draw lessons from the traditional research on decision making processes carried out over the last thirty years. This chapter documents the early stages of a larger research study, which is reported in various chapters in the book. Its main objective is to present a literature-based model, which integrally covers the phases which organisations go through (or should go through) when purchasing ERP packages, from the identification of the problems facing them to the review of the outcomes of the ERP projects. This represents a departure from current ERP literature, which has often focused on the software selection phase as if it were the key to organisational success and neglects the issue of organisational fit – i.e., the extent to which the business model underlying the ERP package selected fits the way an organisation conducts its business. We conclude from our observations that organisations are not well prepared when kicking off their ERP projects and that this may explain why many instances of relative ERP failure have been reported.

scholarly journals Core Self-Evaluations, Self-Leadership, and the Self-Serving Bias in Managerial Decision Making: A Laboratory Experiment

2020 ◽  
Vol 10 (3) ◽  
pp. 64
Author(s):  
Matteo Cristofaro ◽  
Pier Luigi Giardino
Keyword(s):  
Decision Making ◽  
Self Efficacy ◽  
The Self ◽  
Managerial Decision ◽  
Internal Attribution ◽  
Managerial Decision Making ◽  
External Attribution ◽  
Decision Making Processes ◽  
High Level ◽  
Core Self

The self-leadership construct has received great attention from scholars over the last 40 years due to its capacity to influence personal effectiveness. However, despite strongly influencing individuals’ self-efficacy, performed studies did not determine whether self-leadership is connected, and how, with the Core-Self Evaluation (CSE) trait—a complex personality disposition based on self-efficacy, self-esteem, locus of control, and emotional stability—that has been found impacting decision-making processes within organizations. Moreover, it has not been identified whether individuals with a high level of self-leadership are more prone to be victims of some cognitive biases in decision-making processes, such as the internal attribution of successes and external attribution of failures (i.e., Self-Serving Bias, SSB) that are usually led by the strong belief of individuals in their own capacities. The outlined gaps can be substantiated by the following two research questions: “How is self-leadership related with CSE?” and “How does self-leadership influence the attribution of successes/failures?”. To answer these questions, the following were identified and analyzed for 93 executives: (i) the tendency in the attribution of successes and failures, (ii) the CSE, and (iii) their self-leadership level. Results show that: (i) a high level of CSE is connected with high levels of self-leadership; (ii) high levels of self-leadership bring individuals to the internal attribution of successes and external attribution of failures. This work reinforces the stream of (the few) studies that considers a high level of CSE and self-leadership as not always being desirable for managerial decision-making processes and consequent performance. This paper aims to enrich the debate concerning the relations between, on the one hand, self-leadership and, on the other hand, personality traits between self-leadership and decision making.

scholarly journals COGNITIVE FEATURES OF MANAGERIAL DECISION MAKING IN TERMS OF THE DIGITAL ECONOMY. THE RESULTS OF EXPERIMENT

2019 ◽  
pp. 5-13
Author(s):  
V. V. Degtyareva ◽  
D. A. Sozaeva
Keyword(s):  
Decision Making ◽  
Personal Space ◽  
Digital Economy ◽  
Theory And Practice ◽  
Management Theory ◽  
Managerial Decision ◽  
Communication Tools ◽  
Managerial Decision Making ◽  
Decision Making Processes

The transformation of managerial decision-making processes in the digital economy, the modification of the boundaries of the personal space of an employee and manager (manager) when making collegial decisions through social networks and other modern communication tools have been investigated. The problems of assessing the quality of such decisions, the ways and tools of their elimination have been considered. The information base of the article were Russian and foreign researches in the field of management theory and practice, personal observations of the authors, as well as the results of the experiment, conducted by the authors. Such methods of scientific research as analysis, synthesis, generalization, experiment have been used.

scholarly journals SPECIFICITY OF THE RELATIONSHIP OF EMOTIONAL INTELLIGENCE AND STYLE FEATURES OF MANAGEMENT DECISIONS

2021 ◽  
pp. 19-31
Author(s):  
Анатолий Викторович Карпов ◽  
Наталия Викторовна Сидорова
Keyword(s):  
Decision Making ◽  
Emotional Intelligence ◽  
Methodological Approach ◽  
Negative Influence ◽  
Managerial Decision ◽  
Managerial Decision Making ◽  
Decision Making Processes ◽  
Two Stages ◽  
Relationship Of ◽  
Structural Levels

Объектом исследования в данной работе выступили процессы принятия решения в деятельности управленческого типа. Цель исследования состояла в выявлении и интерпретации особенностей взаимосвязи эмоционального интеллекта и стилей принятия управленческих решений. Для решения поставленной цели использовался комплексный методологический подход, сочетающий два этапа организации, предполагающих его реализацию, соответственно, на аналитическом и структурном уровнях. Основной результат исследования состоит в установлении преимущественно негативного влияния эмоционального интеллекта на сравнительную эффективность предпочитаемых стилей принятия управленческих решений. Также установлено, что наряду со структурной детерминацией ЭИ оказывает значимое влияние на стилевые особенности процессов управленческих решений и на аналитическом уровне этой детерминации. Она представлена в ее триедином проявлении - как локальная, агрегативная и интегративная детерминация. The object of research in this work is decision-making processes in the sphere of management. The goal of the study was to identify and interpret the characteristics of revealed relationship between emotional intelligence and styles of decision-making processes. To solve this task, an integrated methodological approach was used that combines two stages of organization and involves its implementation both at the analytical and structural levels. The main result of the study lies in the fact that predominantly negative influence of emotional intelligence on the effectiveness of preferred styles of managerial decision-making processes was identified. Also it was found that along with structural determination, emotional intelligence has a significant impact on the style features of managerial decision making processes, as well at the analytical level of this determination. This determination is presented in its triune forms - local, aggregative and integrative ones.

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