scholarly journals Vezetői döntéshozatal és versenyképesség (The managerial decision making and the competitiveness)

2007 ◽  
pp. 18-28
Author(s):  
Zita Zoltayné Paprika ◽  
Ágnes Wimmer ◽  
Richárd Szántó
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Performance Appraisal ◽  
Business Performance ◽  
Management Decision ◽  
Managerial Decision ◽  
Managerial Decision Making ◽  
The World ◽  
Decision Supporting ◽  
Management Decision Support

A tanulmány a vezetői döntéshozatal három lényeges aspektusát tárja fel. A Versenyben a világgal c. kutatási program eredményei alapján arra lehet következtetni, hogy a menedzserek döntéshozatali képességei és megközelítései, a vállalati teljesítménymérés és menedzsment döntéseket támogató szerepe, valamint a vállalatok érintettekhez fűződő viszonya meghatározó lehet a hatékony vezetői döntéshozatal során. A vállalati döntéshozatal jellemzőinek bemutatása után megvizsgáljuk azt is, hogy a különböző teljesítményű cégek döntéseit mennyire támogatja a menedzserek felkészültsége, a teljesítménymérési gyakorlat és az érintettek elvárásai. A szerzők úgy találták, hogy a fenti tényezők mindegyike hozzájárul a hazai cégek versenyképességéhez, általánosságban ugyanis elmondható, hogy a döntéseket támogató vállalati környezet jobb üzleti teljesítményhez és gyorsabb reagálóképességhez vezethet. Az eredmények összegzése mellett ajánlásokkal is éltek a vállalatok számára, amelyek alkalmazásával hatékonyabb döntéseket hozhatnak. _______ This study presents three main aspects of the managerial decision making. Based on the results of the research program In competition with the World it points to the fact that decision making abilities and approaches of the managers, the corporate performance appraisal and the management decision support role, and the corporate relations to the stakeholders will be determinant in the process of the efficient managerial decision making. After presentation of characteristics of the corporate decision making the authors examine that how the decisions of enterprises with different performances are supported by the preparedness of the managers, the performance appraisal practice and the stakeholders expectations. The authors have thought that every factor contributes to the competitiveness of the domestic enterprises, and generally the decision supporting corporate environment can lead to better business performance and faster responsive abilities. Besides the results summary the authors give useful recommendations to the corporations with which they can make more efficient decisions.

scholarly journals Possibilities of Farm Management Decision Support

2003 ◽  
pp. 287-292
Author(s):  
Róbert Szilágyi
Keyword(s):  
Decision Making ◽  
Information Technology ◽  
Decision Support ◽  
Farm Management ◽  
Management Decision ◽  
Decision Making Process ◽  
The West ◽  
Decision Supporting ◽  
Decision Supporting System ◽  
Management Decision Support

Computer science has a major role in the decision-making process of farmers. In this process IT can be applied to virtually all phase: from infromation gathering to information processing. I am examining the position of informatics in the decision-making process. IT can be used in every single phases of the decision-making process. In my essay the useage of Internet and the possibilities it can provide play a significant role.After a brief description of the IT position of Hungarian agriculture I am introducing some programs, which can be used in the management’s decision-supporting system. Besides the Hungarian experiences the West European surveys also comfirm the application of Information Technology.

Understanding the Legacy of Herbert Simon to Decision Support Systems

2011 ◽  
pp. 930-938
Author(s):  
Jean-Charles Pomerol ◽  
Frédéric Adam
Keyword(s):  
Artificial Intelligence ◽  
Decision Making ◽  
Decision Support ◽  
Management Practice ◽  
Herbert Simon ◽  
Managerial Decision ◽  
Managerial Decision Making ◽  
The World ◽  
New Ideas ◽  
Contemporary Author

Herbert Simon is unique in our discipline in terms of the far-reaching impact which his work has had on management and the understanding of managerial decision making, especially when his further work with James March is considered. Mintzberg himself, who considerably advanced our ideas on management practice, noted that he always considered Simon to be the most influential and important contemporary author in terms of organizational theory (1990, p. 94). Jared Cohon, president of Carnegie Mellon University, where Simon was a fixture for 52 years said “few if any scientists and scholars around the world have had as great an influence as had Simon across so many fields, economics, computer science, psychology, and artificial intelligence amongst them.” Indeed, Herbert Simon’s contribution to management and DSS is such that the science and practice of management and decision making has been durably changed under his influence. This article considers the new ideas brought by Simon in management theory and looks at his contribution to our understanding of managerial decision making and DSSs.

Managerial Decision Support in the Post-COVID-19 Era

2021 ◽  
pp. 225-241
Author(s):  
Jan Kalina
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Decision Support Systems ◽  
Management Practices ◽  
Support Systems ◽  
Management Decision ◽  
Managerial Decision ◽  
Massive Datasets ◽  
New Development ◽  
Decision Making Processes

The COVID-19 pandemic accelerated trends to digitalization and automation, which allow us to acquire massive datasets useful for managerial decision making. The expected increase of available data (including big data) will represent a potential for an increasing deployment of management decision support systems for more general and more complex tasks. Sophisticated decision support systems have been proposed already in the pre-pandemic times either to assist managers in specific decision-making processes or to perform the decision making fully automatically. Decision support systems are presented in this chapter as perspective artificial intelligence tools contributing to a deep transform of everyday management practices. Attention is paid here to their new development in the quickly transforming post-COVID-19 era and to their role under the post-pandemic conditions. As an original contribution, this chapter presents a vision of information-based management, which far exceed the rather limited pre-pandemic visions of evidence-based management focused primarily on critical thinking.

Predictive data analytics for contract renewals: a decision support tool for managerial decision-making

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Serhat Simsek ◽  
Abdullah Albizri ◽  
Marina Johnson ◽  
Tyler Custis ◽  
Stephan Weikert
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Organizational Performance ◽  
Predictive Analytics ◽  
Design Science ◽  
Decision Support Tool ◽  
Managerial Decision ◽  
Managerial Decision Making ◽  
Content Type ◽  
Support Tool

PurposePredictive analytics and artificial intelligence are perceived as significant drivers to improve organizational performance and managerial decision-making. Hiring employees and contract renewals are instances of managerial decision-making problems that can incur high financial costs and long-term impacts on organizational performance. The primary goal of this study is to identify the Major League Baseball (MLB) free agents who are likely to receive a contract.Design/methodology/approachThis study used the design science research paradigm and the cognitive analytics management (CAM) theory to develop the research framework. A dataset on MLB's free agents between 2013 and 2017 was collected. A decision support tool was built using artificial neural networks.FindingsThere are clear links between a player's statistical performance and the decision of the player to sign a new offered contract. “Age,” “Wins above Replacement” and “the team on which a player last played” are the most significant factors in determining if a player signs a new contract.Originality/valueThis paper applied analytical modeling to personnel decision-making using the design science paradigm and guided by CAM as the kernel theory. The study employed machine learning techniques, producing a model that predicts the probability of free agents signing a new contract. Also, a web-based tool was developed to help decision-makers in baseball front offices so they can determine which available free agents to offer contracts.

The forest management decision support system project

1991 ◽  
Vol 67 (6) ◽  
pp. 622-628 ◽  
Author(s):  
Dan Bulger ◽  
Harold Hunt
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Forest Management ◽  
Decision Support System ◽  
Decision Support Systems ◽  
Support System ◽  
Support Systems ◽  
Decision Makers ◽  
Management Decision ◽  
Management Decision Support

The focus of a decision support system is much different from Management Information Systems (MIS) and data-based "decision support systems". Decision support systems, as defined by the authors, focus on decisions and decision makers, and on information. Technology is treated as a tool and data as the raw material. In many traditional systems the focus is on the technology, and the data is the "information", while decision makers are, to some extent, externalized.The purpose of the Forest Management Decision Support System (FMDSS) project is to develop a set of software tools for creating forest management decision support systems. This set of tools will be used to implement a prototype forest management decision support system for the Plonski forest, near Kirkland Lake, Ontario.There are three critical ingredients in building the FMDSS, these are: (1) knowledge of the decision making process, (2) knowledge of the forest, and (3) the functionality of underlying support technology. The growing maturity of the underlying technology provides a tremendous opportunity to develop decision support tools. However, a significant obstacle to building FMDSS has been the diffuse nature of knowledge about forest management decision making processes, and about the forest ecosystem itself. Often this knowledge is spread widely among foresters, technicians, policy makers, and scientists, or is in a form that is not easily amenable to the decision support process. This has created a heavy burden on the project team to gather and collate the knowledge so that it could be incorporated into the function and design of the system. It will be difficult to gauge the success of this exercise until users obtain the software and begin to experiment with its use.

scholarly journals Value Added: Technique for Corporate Performance Measurement under Social Perspective

KINERJA ◽  
2017 ◽  
Vol 21 (1) ◽  
pp. 109
Author(s):  
Bharata Bhusan Sahoo ◽  
Alok Kumar Pramanik
Keyword(s):  
Decision Making ◽  
Economic Performance ◽  
Business Performance ◽  
Annual Report ◽  
Value Added ◽  
Added Value ◽  
Managerial Decision ◽  
Managerial Decision Making ◽  
Additional Approach ◽  
Significant Bearing

Financial Analysts consider as profit the most important measure of business performance. Profit may be expressed in terms of money value and measured as sales margin percentage or be calculated as return of investment. These, in any form, are used as basis for measure of business performance. In recent years, considerable interest have  been shown in the use of value added as an alternative or additional approach to measure the operational efficiency and profitability of a business. A lot of discussion have been going on about reporting the performance of an organization in terms of value added rather than conventional profit or loss. The information disclosed by the Statement of Value Added, based on Value Added Accounting and reporting is considered to be much more useful than that disclosed by the conventional profit and loss account in providing a realistic basis for measuring the economic performance of an organization. The concept has received great attention in accounting practices with the emergence of large corporations having significant bearing on the society and finally on the economy for multi-dimensional impact over and above the owners. Value added system is a very useful measure of judging the performance of an enterprise for managerial decision-making and for inter-firm comparison.Keywords: Value Added; Value Added Accounting and Reporting, Value Added Statement, Annual Report.

scholarly journals Managerial Decision on Strategic Objectives in Global Environment

2020 ◽  
Vol 74 ◽  
pp. 01029
Author(s):  
Zaneta Rylkova ◽  
Jarmila Sebestova
Keyword(s):  
Decision Making ◽  
Business Performance ◽  
Global Environment ◽  
Primary Data ◽  
Primary Research ◽  
Managerial Decision ◽  
Managerial Decision Making ◽  
The Czech Republic ◽  
Strategic Objectives ◽  
Managerial Skills

Managerial decision making is important in an enterprise and in leadership. Strategic objectives are, in general, objectives that an enterprise have to achieve to make its long-range plan that means a strategy succeed, especially in globalized environment. Each enterprise currently face the globalization that is why these enterprise have to know what can be done to achieve enterprise objectives more effectively within the future. The aim of the paper is to identify factors which can have an impact on decision making in the area of strategic objectives. Analysis shows the influence of selected variables such as financial performance, passion for work, managerial skills and communicated strategy on strategic objectives setting to be more open and dynamic or international. The paper is based on primary data collection from a recent survey of enterprises from the Czech Republic and on comparison with international resources focused on decision on strategic objectives. The primary research provides the support for relationships importance between selected variables for the managerial decision on strategic objectives. The secondary research introduces what specifically affects those variables. Moreover, the paper highlights that with managerial skills, a manager will assist the enterprise in achieving its objectives and business performance.

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.

Application of Bayesian Modeling to Management Information Systems

2007 ◽  
pp. 103-126 ◽  
Author(s):  
Sumeet Gupta ◽  
Hee-Wong Kim
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Information Systems ◽  
Bayesian Modeling ◽  
Management Information Systems ◽  
Management Decision ◽  
Management Information ◽  
Managerial Decision ◽  
Support Tool ◽  
Variable Level

This chapter deals with the application of Bayesian modeling as a management decision support tool for management information systems (MIS) managers. MIS managers have to deal with problems which require prediction and diagnosis for decision making. Lacking a proper tool for making informed decisions, MIS managers feel hard-pressed for a scenario analysis which can take into account the proper causal relationships existing in the real world. Bayesian modeling could be an appropriate support tool for such decision making. However, its application to decision support in MIS is different from application to other fields, as the variables in field of MIS are hypothetical. This brings in a need for Bayesian modeling at a hypothetical variable level rather than at the observed variable level. In this chapter we will study how Bayesian modeling can be used as a tool for managerial decision support in MIS. The conclusions of this chapter can also be extended to other social science researches where the variables are hypothetical in nature.

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