THE IMPACT AND IMPORTANCE OF STAKEHOLDERS OF THE HEALTH UNITS TO THE MANAGERIAL DECISION-MAKING PROCESS

Control and managerial decision function activities have an important share in the managerial work. The paper The Impact of Control Processes on Managerial Decision Making describes the share of managerial control and decision function on the total managerial work. It also evaluates the influence of control activities on the decision making functions of different -level managers in questioned companies doing business in Slovak Republic. The results were obtained thanks to the surveying method. 392 participants took part in the research, which was made in two phases (in 2008 and 2010). The findings show the importance of managerial functions of control and decision making. They identify over 21% of control function- and almost 30% of decision making function share on total managerial work. There were discovered, many positive effects of control function on managerial decision making, while only few and insignificant negatives were identified. Key words: manager, control function, managerial decision making, evaluation, manager job content.

Download Full-text

Participation by Subordinates in the Managerial Decision-Making Process

The Canadian Journal of Economics and Political Science ◽

10.2307/137813 ◽

1950 ◽

Vol 16 (3) ◽

pp. 408 ◽

Cited By ~ 16

Author(s):

Robert Tannenbaum ◽

Fred Massarik

Keyword(s):

Decision Making ◽

Decision Making Process ◽

Managerial Decision ◽

Managerial Decision Making

Download Full-text

STRATEGIC PLANNING OF FUTURE PRODUCTS WITH PRODUCT SCENARIOS

International Journal of Innovation and Technology Management ◽

10.1142/s0219877010002100 ◽

2010 ◽

Vol 07 (03) ◽

pp. 237-246 ◽

Cited By ~ 2

Author(s):

VOLKER GRIENITZ ◽

VOLKER BLUME

Keyword(s):

Decision Making ◽

Strategic Planning ◽

Evolutionary Algorithms ◽

Holistic Approach ◽

Decision Making Process ◽

Managerial Decision ◽

Managerial Decision Making ◽

Manufacturing Resources ◽

Technology Strategies ◽

Innovation Processes

Manufacturing based corporations often find themselves confronted with complexities of increased pressures to innovate in order to ensure their comparative market positions. In order to react to various exogenous changes corporations need to develop strategies that match their manufacturing resources as well as products with the markets requirements. Product scenarios represent a holistic approach for managing innovation processes and technologies efficiently. The analysis through evolutionary algorithms for compatibility between and amongst the product structure segments provides the necessary information about their suitability. The resulting scenarios, roadmaps and regular monitoring processes are prerequisite for the managerial decision making process and the implementation of product and technology strategies.

Download Full-text

The Impact of Shadow IT Systems on Perceived Information Credibility and Managerial Decision Making

Accounting Horizons ◽

10.2308/acch-51737 ◽

2017 ◽

Vol 31 (3) ◽

pp. 105-123 ◽

Cited By ~ 10

Author(s):

Noah Myers ◽

Matthew W. Starliper ◽

Scott L. Summers ◽

David A. Wood

Keyword(s):

Decision Making ◽

Data Availability ◽

Managerial Decision ◽

Managerial Decision Making ◽

It Systems ◽

Information Credibility ◽

It Department ◽

Shadow Systems ◽

Shadow It ◽

The Impact

SYNOPSIS Business trends show that more and more employees are creating shadow IT systems—IT systems that are not sanctioned or monitored by the IT department. This paper examines how the use of shadow IT in product costing impacts managers' perceptions of information credibility and managerial decision making. Using two experiments, we find that participants view information from shadow IT systems as less credible and they are less impacted by and less willing to rely on costing reports produced from shadow IT systems versus non-shadow IT systems. We also find that although participants are concerned about the credibility of shadow IT systems, they are not more likely to find simple mathematical errors embedded in shadow IT costing reports relative to non-shadow IT reports. This suggests that although concerned about shadow IT systems, managers still do not exercise sufficient care in evaluating reports created using these systems. The results of our study should prove informative as shadow systems become more prevalent in organizations. Data Availability: Contact the authors.

Download Full-text