scholarly journals MANAGEMENT DECISIONS AND FACTORS THAT INFLUENCE THE PROCESS OF ITS ADOPTION AND IMPLEMENTATION

2019 ◽  
pp. 3-6
Author(s):  
M. S. Briukhovetska
Keyword(s):  
Decision Making ◽  
Training And Development ◽  
Risk Identification ◽  
Decision Makers ◽  
Management Decision ◽  
Management Decisions ◽  
Managerial Decision ◽  
Adoption And Implementation ◽  
Decision Making Processes ◽  
Key Aspects

The study evaluated the decision-making processes and determined that the factors that influence the administrative decision-making processes can be divided into рersonal and material aspects. The main purpose of the article was to identify ways to improve the decision-making process by identifying the factors that influence it. It is found that the concept of "underfunding" is relative. Management decisions are not attributed to the category of expenditures. They are unrelated to the purchase of technology and new equipment. The main factor, however, is the organizational culture and the management system. After all, knowledge in the field of management and administration, appropriate training and development of innovations in the field of management is important for most managers. It is emphasized that an important element of decision making is to ensure that it is properly substantiated. It should properly inform those who are interested in its adoption. The decision should outline the key aspects under consideration and the underlying considerations. It should contain a detailed statement of all the essential issues. The basic prerequisites for making an effective management decision are identified: they must make a clear strategy, resource allocation and risk identification; the ideas put forward by decision makers should be taken into account; the decision-making procedure must be fast in order not to lose its relevance; the decision should not contradict the decisions of other management structures, as there must be consistency between them for the implementation of the functions entrusted to the institution. It is proved that several steps are needed to make a decision: first, to identify the problem to be solved and the goals to be achieved, secondly, to identify the alternatives that lead to the proposed goals, and to evaluate whether the alternatives meet the expected the result, thirdly, to take all necessary measures to implement the solution. It is concluded that an effective managerial decision must be pragmatic, since it is an important step in its implementation. If the solution does not translate into work and a concrete result, it is not the decision, it is the intention.

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.

scholarly journals RISK STUDY IN THE DECISION-MAKING MANAGEMENT PROCESS

2021 ◽  
Author(s):  
Olha Matvieieva ◽  
Olha Bondarenko ◽  
Oksana Duksenko
Keyword(s):  
Decision Making ◽  
Economic Behavior ◽  
Management Decision ◽  
Management Decisions ◽  
Managerial Decision ◽  
Economic Relations ◽  
Managerial Decisions ◽  
Degree Of Risk ◽  
Economic Thinking ◽  
The Impact

The article examines the essence of risk in the process of making managerial decisions and the reasons for its occurrence. The subject of risk acceptance research is established. It is proved that the source of risk is uncertainty caused by irreversible inconsistency of elements of the whole economic system and the presence of sources that contribute to its growth, as well as: limited resources at the stage of making or implementing management decisions, influence of the a posteriori period, object of economic relations, existing differences and stereotypes in the economic behavior of different subjects of economic relations. Risk research is presented structured according to two dichotomies: the first – division into researches connected with risk assessment, and works in which acceptance of risk is studied; the second is based on the fact that decisions can be collective or made by a single entity. Factors influencing the degree of risk and its probability in the process of making management decisions are given. The dependence of alternatives and management decisions on the degree of risk and its probability is revealed. A critical analysis of risk theory identified the impact of the "law of risk" on the organization of economic activity and the decision-making process. The process of making managerial decisions is described taking into account the main types of managerial decisions, which is based on theories of decision making. It is proved that the theory of decision-making requires a new economic thinking, which will complement it by studying the behavior of not abstract, but the real subject of economic relations, which, in turn, will ensure the effectiveness of management decisions. The main provisions of the theory of decision making in the presence of risk are revealed. The dominant theory of managerial decision – making in the presence of risk is studied – the theory of maximizing the expected utility. The general regularity in the process of making the management decision taking into account alternatives and probability of risk is revealed. Determination of management decisions – willingness to take risks, which can be understood as a willingness to go beyond situational constraints, goal setting, including testing of personal abilities, theoretical knowledge and practical skills, qualifications, willingness to control the results of management.

scholarly journals QUALIMETRIC METHODS IN ASSESSING THE EFFECTIVENESS OF MANAGEMENT DECISIONS IN UNIVERSI-TIES

2019 ◽  
Vol 7 (5) ◽  
pp. 237-244
Author(s):  
Serik M. Abilov ◽  
Alexander A. Kaigorodtsev
Keyword(s):  
Decision Making ◽  
Organizational Structures ◽  
System Thinking ◽  
Practical Significance ◽  
Management Decision ◽  
Management Decisions ◽  
Managerial Decision ◽  
Index Value ◽  
The University

Abstract Purpose: Management decision in the university is a process of convergent analysis, forecasting and timely resolution of problem situations, aimed at achieving synergetic results. The research studies the advantages and feasibility of using qualimetric methods for evaluating effectiveness of the university’s management decisions. Methodology: Our proposal is to use the method, based on qualimetric analysis, in assessing the effectiveness of management decisions in the university. The theoretical propositions and the argumentation of the research findings have been grounded with the following general scientific methods system-thinking approach, structural and level-based, logical and economic-based, as well as statistical analysis. Main Findings: The management decision effectiveness is based on the level of collaboration in decision-making. The degree of collaboration in decision-making is determined by the involvement of various stakeholders in the process. Index of timeliness of a management decision implementation is the ratio of standard time to the actual time spent. The decision is effective if the index value is equal to 1 or exceeds it. Decision efficiency is evaluated based on the quality of its implementation. The integrated indicator of decision-making effectiveness is a combination of values for all four parameters.     Implications/Applications: The practical significance of the research predetermined by the fact that application of this methodology contributes to optimizing the interaction of organizational structures on the management synergy basis, and, as a result, to improving the quality of educational services provided by the university. Using the method of qualimetric analysis raises the level of personnel involvement in the process of managerial decision-making, objectivity and decisions quality.

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.

scholarly journals Model and method of making management decisions based on the analysis of geospatial information

2021 ◽  
Vol 5 (2) ◽  
pp. 42-48
Author(s):  
Ihor Butko
Keyword(s):  
Decision Making ◽  
Environmental Conditions ◽  
General Scheme ◽  
Management Decision ◽  
Management Decisions ◽  
Managerial Decision ◽  
Geospatial Information ◽  
Managerial Decision Making ◽  
Predictive Values ◽  
Managerial Decisions

The article proposes a model and method of making managerial decisions based on the analysis of geospatial information. The goal of the article is to improve the model and method of making managerial decisions based on the analysis of geospatial information. The results: the algorithm of process of acceptance of the administrative decision which consists of a situational and conceptual part is offered; the algorithm of actions of the head of the organization on the basis of the developed model of acceptance of the administrative decision is offered; the situation when the quality of the decision depends on external factors on which the decision-making body does not influence is considered; the general scheme of a method of acceptance of administrative decisions on the basis of the analysis of the geospatial information is resulted. The methods used are: methods of systems analysis, decision theory, information processing, optimal solutions, probability theory. Conclusions. The model of managerial decision-making has been improved, which, unlike the known ones, is dynamic and is based on the selection of decisions that are optimal by the combined criterion, using predictive values of probabilities of environmental conditions, which ensures the validity of management decisions. The method of managerial decision-making based on geospatial information analysis, which is based on data forecasting and management decision-making models and uses the method of semantic segmentation of species images to assess the a priori probabilities of environmental conditions, further enables decision-making in conditions of risk and uncertainty. The direction of further research is the development of information technology for management decisions based on the analysis of geospatial information.

scholarly journals Trade-Control Compliance in SMEs: Do Decision-Makers and Supply Chain Position Make a Difference?

2021 ◽  
Author(s):  
Christian Hauser
Keyword(s):  
Decision Making ◽  
Decision Makers ◽  
Behavioral Ethics ◽  
Managerial Decision ◽  
Organizational Responses ◽  
Control Laws ◽  
Compliance Programs ◽  
External Pressures ◽  
Compliance Program ◽  
Trade Control

AbstractIn recent years, trade-control laws and regulations such as embargoes and sanctions have gained importance. However, there is limited empirical research on the ways in which small- and medium-sized enterprises (SMEs) respond to such coercive economic measures. Building on the literature on organizational responses to external demands and behavioral ethics, this study addresses this issue to better understand how external pressures and managerial decision-making are associated with the scope of trade-control compliance programs. Based on a sample of 289 SMEs, the findings show that the organizational responses of SMEs reflect proportionate adjustments to regulatory pressures but only if decision-makers are well informed and aware of the prevailing rules and regulations. Conversely, uninformed decision-making leads to a disproportionate response resulting in an inadequately reduced scope of the compliance program. In addition, the results indicate that SMEs that are highly integrated into supply chains are susceptible to passing-the-buck behavior.

scholarly journals Behavioral Issues for Sustainable Investment Decision-Making: A Literature Review

2016 ◽  
Vol 12 (1) ◽  
pp. 1 ◽  
Author(s):  
Andrea Tomo ◽  
Giovanni Landi
Keyword(s):  
Decision Making ◽  
Investment Decision ◽  
Managerial Decision ◽  
Behavioral Issues ◽  
Responsible Behavior ◽  
Thomson Reuters ◽  
Investment Decision Making ◽  
Decision Making Processes ◽  
Sustainable Investment ◽  
Corporate Social

The aim of this work is to understand the role of the Environmental, Social and Governance (ESG) paradigm in the corporate assessment by investors and the use of this paradigm as guide for managerial decision-making process by corporations. A review of the international literature is provided using five different couples of keywords on Thomson Reuters ISI Web of Knowledge research engine. The literature production increased only after the 2007 crisis and the median year of the results is 2011, thus highlighting just a recent attention to themes as ethics and corporate social responsibility. Main limitations are related to the classic limitations of literature reviews, as the choice of number and type of keywords and journals, the resulting selection of studies, the choice of relevant outcomes and the interpretation, generalization and application of results. The study provides both theoretical and practical implications: a complete review of contributions on the theme is provided; then, some insights in investors and corporations behaviors through the ESG lens, thus suggesting a more ethical and responsible behavior in investment decision-making processes.

EFFICIENCY OF MANAGEMENT DECISIONS IN LOCAL GOVERNMENT BODIES

2017 ◽  
Author(s):  
Tetiana Sych ◽  
◽  
Keyword(s):  
Decision Making ◽  
Local Government ◽  
Public Administration ◽  
Professional Training ◽  
Human Factor ◽  
Nobel Laureate ◽  
Management Decision ◽  
Management Decisions ◽  
State Management ◽  
Public Administration Reform

The article considers the factors influencing the efficiency of management decisions made by local government bodies in the modern conditions of public administration reform and the development of local self-government in Ukraine. The author outlines the features of this problem, the main features of state-management decisions, the essence of the concepts "effect", "efficiency of management decisions", the main approaches to the study of the problem of decision-making are highlighted. The main attention is paid to the direction of research, which takes into account the human factor. The main ideas of the representative of this direction - the Nobel laureate D. Kahneman, presented in the book "Noise", are considered. This work raises the issue of system errors among those who make decisions. The views of the domestic scientist O. Maltsev on the designated problem and the provisions of D. Kahneman's book are presented. The results of the analysis by scientists of the influence of the human factor and psychological characteristics of management decision-making on the efficiency of decisions are reflected. The conclusions of scientists regarding the need to take into account the qualities of a decision- making person and his professional training are summarized. The main characteristics of the personality that influence decision-making are given from the domestic scientific literature on public administration problems. In accordance with these ideas, the requirements for the positions of civil servants, local self-government bodies, as well as the modern practice of training specialists and managers in this field are considered. It is concluded that the primary importance for making effective decisions by local government bodies is the use by specialists and managers of modern technologies for developing and making management decisions, the development of their personal qualities for making management decisions in the process of training and obtaining specialized management education in universities.

Jumping to conclusions – an analysis of the NBA Draft Combine athleticism data and its influence on managerial decision-making

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tobias Berger ◽  
Frank Daumann
Keyword(s):  
Decision Making ◽  
Design Methodology ◽  
Predictive Power ◽  
Principal Component ◽  
Decision Makers ◽  
Decision Quality ◽  
Managerial Behavior ◽  
Managerial Decision ◽  
Content Type ◽  
Selection Behavior

PurposeThe NBA Draft policy pursues the goal to provide the weakest teams with the most talented young players to close the gap to the superior competition. But it hinges on appropriate talent evaluation skills of the respective organizations. Research suggests the policy might be valid but to date unable to produce its intended results due to the “human judgement-factor”. This paper investigates specific managerial selection-behavior-influencing information to examine why decision-makers seem to fail to constantly seize the opportunities the draft presents them with.Design/methodology/approachAthleticism data produced within the NBA Draft Combine setting is strongly considered in the player evaluations and consequently informs the draft decisions of NBA managers. Curiously, research has failed to find much predictive power within the players pre-draft combine results for their post-draft performance. This paper investigates this clear disconnect, by examining the pre- and post-draft data from 2000 to 2019 using principal component and regression analysis.FindingsEvidence for an athletic-induced decision-quality-lowering bias within the NBA Draft process was found. The analysis proves that players with better NBA Draft Combine results tend to get drafted earlier. Controlling for position, age and pre-draft performance there seems to be no proper justification based on post-draft performance for this managerial behavior. This produces systematic errors within the structure of the NBA Draft process and leads to problematic outcomes for the entire league-policy.Originality/valueThe paper delivers first evidence for an athleticism-induced decision-making bias regarding the NBA Draft process. Informing future selection-behavior of managers this research could improve NBA Draft decision-making quality.

Framing Information Technology Governance in the Public Sector: Opportunities and Challenges

2015 ◽  
Vol 11 (4) ◽  
pp. 89-101 ◽  
Author(s):  
Khalifa Al-Farsi ◽  
Ramzi EL Haddadeh
Keyword(s):  
Decision Making ◽  
Information Technology ◽  
Public Sector ◽  
It Governance ◽  
Decision Makers ◽  
The Public ◽  
Technology Governance ◽  
Support Organizations ◽  
Information Technology Governance ◽  
Decision Making Processes

Information technology governance is considered one of the innovative practices that can provide support for decision-makers. Interestingly, it has become increasingly a de facto for organizations in seeking to optimise their performance. In principle, information technology governance has emerged to support organizations in the integration of information technology (IT) infrastructures and the delivery of high-quality services. On the other hand, decision-making processes in public sector organisations can be multi-faceted and complex, and decision makers play an important role in implementing technology in the public sector. The aim of this paper is to shed some light on current opportunities and challenges that IT governance is experiencing in the context of public sector services. In this respect, this paper examines the factors influencing the decision-making process to fully appreciate IT governance. Furthermore, this study focuses on combining institutional and individual perspectives to explain how individuals can take decisions in response to institutional influences.

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