scholarly journals Using different ELECTRE methods in strategic planning in the presence of human behavioral resistance

2006 ◽  
Vol 2006 ◽  
pp. 1-19 ◽  
Author(s):  
A. S. Milani ◽  
A. Shanian ◽  
C. El-Lahham
Keyword(s):  
Strategic Planning ◽  
Resistance To Change ◽  
Planning Problem ◽  
Organization Management ◽  
Resistance Strategies ◽  
Electre Methods ◽  
Electre I ◽  
Behavioral Resistance

In the multicriteria strategic planning of an organization, management should often be aware of employees' resistance to change before making new decisions; otherwise, a chosen strategy, though technologically acceptable, may not be efficient in the long term. This paper, using a sample case study within an organization, shows how different versions of ELECTRE methods can be used in choosing efficient strategies that account for both human behavioral resistance and technical elements. The effect of resistance from each subsystem of the organization is studied to ensure the reliability of the chosen strategy. The comparison of results from a select number of compensatory and noncompensatory models (ELECTRE I, III, IV, IS; TOPSIS; SAW; MaxMin) suggests that when employee resistance is a decision factor in the multicriteria strategic planning problem, the models can yield low-resistance strategies; however, ELECTRE seems to show more reasonable sensitivity.

scholarly journals An Abstract Framework for Non-Cooperative Multi-Agent Planning

2019 ◽  
Vol 9 (23) ◽  
pp. 5180 ◽  
Author(s):  
Jaume Jordán ◽  
Javier Bajo ◽  
Vicent Botti ◽  
Vicente Julian
Keyword(s):  
Strategic Planning ◽  
Strategic Behavior ◽  
Planning Problem ◽  
Plan Execution ◽  
Complete Problem ◽  
Multi Agent ◽  
Exhaustive Study ◽  
Abstract Framework ◽  
Multi Agent Planning

In non-cooperative multi-agent planning environments, it is essential to have a system that enables the agents’ strategic behavior. It is also important to consider all planning phases, i.e., goal allocation, strategic planning, and plan execution, in order to solve a complete problem. Currently, we have no evidence of the existence of any framework that brings together all these phases for non-cooperative multi-agent planning environments. In this work, an exhaustive study is made to identify existing approaches for the different phases as well as frameworks and different applicable techniques in each phase. Thus, an abstract framework that covers all the necessary phases to solve these types of problems is proposed. In addition, we provide a concrete instantiation of the abstract framework using different techniques to promote all the advantages that the framework can offer. A case study is also carried out to show an illustrative example of how to solve a non-cooperative multi-agent planning problem with the presented framework. This work aims to establish a base on which to implement all the necessary phases using the appropriate technologies in each of them and to solve complex problems in different domains of application for non-cooperative multi-agent planning settings.

scholarly journals Co-designed strategic planning and agile project management in academia: case study of an action research group

2019 ◽  
Vol 5 (1) ◽  
Author(s):  
Enric Senabre Hidalgo ◽  
Mayo Fuster Morell
Keyword(s):  
Project Management ◽  
Action Research ◽  
Strategic Planning ◽  
Research Group ◽  
Participatory Design ◽  
Strategic Thinking ◽  
Agile Project Management ◽  
Strategy As Practice

AbstractStrategic planning, a standard activity for project management in different areas and types of organisations, can contribute to improving the dynamics of collaboration in academia, and specifically in research processes. This paper joins the still scarce studies on strategic planning within research groups, contributing to the field of both team science and organisational management from a social sciences perspective and “strategy-as-practice” paradigm. Through the case study of an action research group, after the experimental co-creation of its long-term strategy involving different participatory design methodologies, we quantitatively analyze how this process influenced communication and group relations, both internally and in relation to its participation in the ecosystem with other stakeholders. Thus, as a result of a detailed content analysis in the different communication channels and tools of the group, we address its impact on the team’s agile project management (APM), adopted in a novel way by its members. Data compared between periods, once the strategic plan was co-created, suggest that this type of approach to co-created strategic thinking can improve coordination, cohesion and joint vision among participants. In agreement with emerging academic literature in this field, pertaining to the need to understand strategic planning as a process of socialization and dialogue, other relevant results of the study point to the particular suitability of this type of planning in research environments interested not only in its academic, but also social and ecosystemic impact. The results obtained and discussed also provide elements of assessment when considering the applicability of this type of strategic co-creation process in other areas of knowledge and disciplines.

Owners and Masters: Management and Managerial Skills in the Finnish Ocean-Going Merchant Fleet, c. 1840-1880

1994 ◽  
Author(s):  
Yijö Kaukiainen
Keyword(s):  
Strategic Planning ◽  
Statistical Data ◽  
Language Skills ◽  
Long Distance ◽  
Merchant Marine ◽  
Managerial Skills ◽  
Merchant Shipping

This chapter examines the system of management in merchant shipping, notably the role and importance of a long-distance shipmaster, during the 1800s, and uses the Finnish merchant marine as a case study to examine the weakness in shipping management and to determine the usefulness of long-term strategic planning. Also presented in the essay is statistical data analysing the significance of language skills.

MARISA “For you, a treat”

2018 ◽  
Vol 8 (2) ◽  
pp. 1-16
Author(s):  
Carlos Eduardo Lopez
Keyword(s):  
Strategic Planning ◽  
Learning Outcomes ◽  
Growth And Development ◽  
Organizational Values ◽  
Subject Area ◽  
Strategic Decisions ◽  
Content Type ◽  
Corporate Level

Subject area Entrepreneurs, Strategic planning, Management, Family businesses. Study level/applicability Undergraduate and Graduate (as an introductory case study). Case overview Marisa® is a consolidated bakery in Guadalajara México, selling a wide variety of dessert products. It has achieved fast growth and has diversified with other brands, either by buying or developing them. Examples are Tía Lola® (economical cakes) and Dolce Natura® (artisanal ice creams). The company founder has maintained not only the growth and development of her brand but also the organizational values and culture. These she has transmitted to her over 400 employees. The company is currently facing expansion. Expected learning outcomes The expected learning outcomes are as follows: to distinguish the different expansion strategies; to discuss how to maintain culture and values in a firm despite time and growth; to analyze the current market and long-term objectives, as well as different competitors of the firm; and to make strategic decisions at the corporate level. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS: 3: Entrepreneurship.

Caregivers' Perceptions of Speech-Language Pathologist Talk About Child Language and Literacy Disorders

2020 ◽  
Vol 29 (4) ◽  
pp. 2049-2067
Author(s):  
Karmen L. Porter ◽  
Janna B. Oetting ◽  
Loretta Pecchioni
Keyword(s):  
Language And Literacy ◽  
Collective Case Study ◽  
Study Approach ◽  
School Aged Children ◽  
Speech Language Pathologist ◽  
Therapy Goals ◽  
Semistructured Interviews ◽  
Types Of Information

Purpose This study examined caregiver perceptions of their child's language and literacy disorder as influenced by communications with their speech-language pathologist. Method The participants were 12 caregivers of 10 school-aged children with language and literacy disorders. Employing qualitative methods, a collective case study approach was utilized in which the caregiver(s) of each child represented one case. The data came from semistructured interviews, codes emerged directly from the caregivers' responses during the interviews, and multiple coding passes using ATLAS.ti software were made until themes were evident. These themes were then further validated by conducting clinical file reviews and follow-up interviews with the caregivers. Results Caregivers' comments focused on the types of information received or not received, as well as the clarity of the information. This included information regarding their child's diagnosis, the long-term consequences of their child's disorder, and the connection between language and reading. Although caregivers were adept at describing their child's difficulties and therapy goals/objectives, their comments indicated that they struggled to understand their child's disorder in a way that was meaningful to them and their child. Conclusions The findings showed the value caregivers place on receiving clear and timely diagnostic information, as well as the complexity associated with caregivers' understanding of language and literacy disorders. The findings are discussed in terms of changes that could be made in clinical practice to better support children with language and literacy disorders and their families.

Strategic planning in grassland farming: Principles andapplications

1997 ◽  
pp. 191-197
Author(s):  
W.J. Parker ◽  
N.M. Shadbolt ◽  
D.I. Gray
Keyword(s):  
Strategic Planning ◽  
Performance Indicators ◽  
Cost Effective ◽  
Key Performance Indicators ◽  
Strategic Plans ◽  
Effective Manner ◽  
Farm Business ◽  
Pastoral Farming ◽  
Financial Environment

Three levels of planning can be distinguished in grassland farming: strategic, tactical and operational. The purpose of strategic planning is to achieve a sustainable long-term fit of the farm business with its physical, social and financial environment. In pastoral farming, this essentially means developing plans that maximise and best match pasture growth with animal demand, while generating sufficient income to maintain or enhance farm resources and improvements, and attain personal and financial goals. Strategic plans relate to the whole farm business and are focused on the means to achieve future needs. They should be routinely (at least annually) reviewed and monitored for effectiveness through key performance indicators (e.g., Economic Farm Surplus) that enable progress toward goals to be measured in a timely and cost-effective manner. Failure to link strategy with control is likely to result in unfulfilled plans. Keywords: management, performance

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