Methodological Tools of Management Decision Making on Supporting Regional Environmental Projects

The purpose of the study was to develop a methodological toolkit for the substantiation of investment decisions on supporting regional environmental projects by state and private investors. The problem lies in the fact that traditional indicators of the efficiency of investment projects, such as net present value, budgetary efficiency, currently do not sufficiently meet the principles of sustainable economy, which underlie modern methodology for managerial decision making. The study of the opinions of investors shows their increasing willingness to take into account, when making investment decisions and decisions on financing projects, not only the economic efficiency, but also the impact of the results of companies’ activities on the environment and human health. At the same time, the question of how to take into account ESG factors (environment, social, governance) in the assessment of investment decisions remains controversial. The authors suggest a methodology that will contribute to the justification of management decisions regarding the support and stimulation of investment eco-projects. The method assumes a sequential passage of stages, at each stage the projects undergo an assessment procedure for compliance with the criteria that take into account the interests of various project stakeholders (government, investors, society) and the calculation of ratings: the rating of ESG factors and the rating of economic efficiency of eco-projects. The authors have also developed a matrix for managerial decision making to support an investment eco-project based on the analysis of the ratings obtained. The proposed conceptual approaches and models make it possible to clarify the methodological tools for effectiveness assessment of eco-projects, contribute to the improvement of the theory and practice of financial management, harmonization of ESG principles and investment management, adequate to the conditions of the concept of sustainable economic growth.

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THE IMPACT OF CONTROL PROCESSES ON MANAGERIAL DECISION MAKING

Problems of Management in the 21st Century ◽

10.33225/pmc/12.03.43 ◽

2012 ◽

Vol 3 (1) ◽

pp. 43-52

Author(s):

Jan Kráčmar ◽

Miroslav Uhliar

Keyword(s):

Decision Making ◽

Control Function ◽

Decision Function ◽

Managerial Control ◽

Managerial Decision ◽

Managerial Work ◽

Managerial Decision Making ◽

Positive Effects ◽

Control Processes ◽

The Impact

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.

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The Influence of the Time Factor on Managerial Decision Making

Теория и практика общественного развития ◽

10.24158/tipor.2020.12.8 ◽

2020 ◽

pp. 47-50

Author(s):

Ksenia Valerievna Gorokhova

Keyword(s):

Decision Making ◽

Economic Efficiency ◽

Time Management ◽

Time Factor ◽

Situational Factors ◽

Managerial Decision ◽

Managerial Decision Making ◽

Time Discounting ◽

Spheres Of Influence ◽

Condi Tions

The paper deals with the time factor and its influ-ence on managerial decision making in organiza-tions. The technology of a set of situational factors of the company is proposed to determine the spheres of influence of the time factor on manageri-al decision making. The points of intersection of the time factor with management decisions, which are divided into internal and external by the influence exerted, are considered. Then the author refers them to accounting and regulation within operational and strategic management. The phenomenon of time discounting and its impact on management deci-sions are explained. Ways to improve the methodol-ogy of time management system for use in condi-tions of lack of time are presented. A method is pro-posed for calculating the economic efficiency of an enterprise, taking into account the time factor.

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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.

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