Participation by Subordinates in the Managerial Decision-Making Process

1950 ◽  
Vol 16 (3) ◽  
pp. 408 ◽  
Author(s):  
Robert Tannenbaum ◽  
Fred Massarik
Keyword(s):  
Decision Making ◽  
Decision Making Process ◽  
Managerial Decision ◽  
Managerial Decision Making

STRATEGIC PLANNING OF FUTURE PRODUCTS WITH PRODUCT SCENARIOS

2010 ◽  
Vol 07 (03) ◽  
pp. 237-246 ◽  
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.

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

2011 ◽  
Vol 4 (1a) ◽  
pp. 148-165
Author(s):  
Aldona Frączkiewicz-Wronka ◽  
Katarzyna Dyaczyńska ◽  
Karolina Szymaniec ◽  
Przemysław Kotowski
Keyword(s):  
Decision Making ◽  
Decision Making Process ◽  
Managerial Decision ◽  
Managerial Decision Making ◽  
The Impact

scholarly journals Software product in the system of management of state-owned corporation

2021 ◽  
Vol 14 (3) ◽  
pp. 309-316
Author(s):  
O. V. Danilova ◽  
D. N. Zhuravleva
Keyword(s):  
Decision Making ◽  
Big Data ◽  
Decision Making Process ◽  
Conceptual Basis ◽  
Managerial Decision ◽  
Managerial Decision Making ◽  
Software Complex ◽  
Managerial Decisions ◽  
Software Product ◽  
Big Data Technologies

The authors present their methodological recommendations for choosing a software complex to make managerial decisions within a corporation’s activity. They study the system of management in state-owned corporations and give reasons for its improvement by means of implementing IT-decisions. Digitalization is transforming managerial decision making process in corporations in accordance with the speed of decision-making, timely maintenance of production process, ways and forms of information transmission. The authors prove that top-management’s responsibility for a company’s competitive positions in the market is growing fast due to the more intensive implementation of information technology and continuous development of innovative decisions. As state-owned enterprises have a complicated interdependent structure, the system of their management becomes a process which should conform with conceptual basis and principles of transformation of a company’s activity within digital economics. The authors prove that suggested recommendations for using big data technologies, determining and implementing IT-decisions make it possible to increase the efficiency of the management system by means of optimizing business process.

scholarly journals ANALISIS PERATURAN MENTERI NO 108 TAHUN 2017 TENTANG PENYELENGARAAN ANGKUTAN ORANG DENGAN KENDARAAN BERMOTOR UMUM TIDAK DALAM TRAYEK MENURUT TEORI THE MANAGERIAL DECISION-MAKING PROCESS E. F. HARRISON

Responsive ◽  
2019 ◽  
Vol 1 (2) ◽  
pp. 56
Author(s):  
Mochammad Galuh Fauzi ◽  
Elisa Susanti ◽  
Budiman Rusli
Keyword(s):  
Decision Making ◽  
Decision Making Process ◽  
Managerial Decision ◽  
Managerial Decision Making

Terdapat tiga permasalahan transportasi di Indonesia. Pertama, Kecelakaan Lalu Lintas. Kedua, Kemacetan dan ketiga adalah kurangnya Fasilitas Transportasi. Ketiga permasalahan transportasi ini direspon oleh generasi muda milenial dengan menghadirkan layanan jasa tranportasi online. Hal ini menjadikan masyarakat memiliki banyak pilihan dan memberikan kenyamanan dan kepastian tarif pada masyarakat. Namun disisi lain, hal itu juga menimbulkan gesekan di masyarakat antara penyedia jasa transportasi onlie dan konvensional.  Metode yang akan digunakan adalah metode kualitatif dengan metode lapangan berupa observasi dan studi kepustakaan. Keempat, data yang dikumpulkannya berupa kata-kata dan literatur baik dari media online ataupun elektronik.  Sesuai dengan fokus penelitian, maka jenis paper adalah deskriptif – analitif kebijakan. Penelitian ini bertujuan untuk mengkaji secara teoritis Permen No. 108 tahun 2017 tentang penyelenggaraan angkutan orang dengan kendaraan bermotor umum tidak dalam trayek.  Menurut  teori E.F Harison “The managerial decision-making process” proses pengambilan kebijakan terdapat lima tahapan yaitu : (1) Menetapkan tujuan organisasi/manajemen; (2) Mencari alternatif-alternatif; (3) Membandingkan dan mengevaluasi alternatif; (4) Memilih alternatif; (5) Mengimplementasikan keputusan; (5) Tindak lanjut dan pengawasan. Oleh sebab itu penerbitan Permen no 108 tahun 2017 harus dikaji dan evaluasi mulai dari tahap perencanaan sampai pelaksanaan. Pada dasarnya, aturan angkutan sewa online dalam PM 108 Tahun 2017 sama sekali tidak mempermasalahkan penggunaan teknologi. Sebaliknya, dengan peraturan ini, angkutan sewa online yang menggunakan aplikasi berbasis teknologi informasi telah diakomodir agar dapat beroperasi sesuai dengan peraturan perundang-undangan di bidang transportasi.    

scholarly journals Decision-Making under Stress and Its Implications for Managerial Decision-Making: A Review of Literature

2016 ◽  
Vol 6 (3) ◽  
pp. 38 ◽  
Author(s):  
Nuray Atsan
Keyword(s):  
Decision Making ◽  
Literature Review ◽  
Coping Strategies ◽  
Theoretical Models ◽  
Decision Makers ◽  
Decision Making Process ◽  
Review Of Literature ◽  
Managerial Decision ◽  
Managerial Decision Making

<p>We examine the main theoretical models of decision making under stress and the effects of decision stress on decision making process to provide a deeper understanding of the decision making phenomenon. The literature review reveals that stress can have an impact on each stage of the decision-making process. The review also finds that decision makers could enhance their decision-making performance and prevent potential decision failures by means of adapting certain coping strategies.</p>

Systems-based risk analysis

2008 ◽  
Author(s):  
Yacov Y. Haimes
Keyword(s):  
Risk Assessment ◽  
Decision Making ◽  
Risk Management ◽  
Systems Engineering ◽  
Decision Making Process ◽  
Design Development ◽  
Managerial Decision ◽  
Managerial Decision Making ◽  
Trade Offs ◽  
Catastrophic Risks

Risk models provide the roadmaps that guide the analyst throughout the journey of risk assessment, if the adage ‘To manage risk, one must measure it’ constitutes the compass for risk management. The process of risk assessment and management may be viewed through many lenses, depending on the perspective, vision, values, and circumstances. This chapter addresses the complex problem of coping with catastrophic risks by taking a systems engineering perspective. Systems engineering is a multidisciplinary approach distinguished by a practical philosophy that advocates holism in cognition and decision making. The ultimate purposes of systems engineering are to (1) build an understanding of the system’s nature, functional behaviour, and interaction with its environment, (2) improve the decision-making process (e.g., in planning, design, development, operation, and management), and (3) identify, quantify, and evaluate risks, uncertainties, and variability within the decision-making process. Engineering systems are almost always designed, constructed, and operated under unavoidable conditions of risk and uncertainty and are often expected to achieve multiple and conflicting objectives. The overall process of identifying, quantifying, evaluating, and trading-off risks, benefits, and costs should be neither a separate, cosmetic afterthought nor a gratuitous add-on technical analysis. Rather, it should constitute an integral and explicit component of the overall managerial decision-making process. In risk assessment, the analyst often attempts to answer the following set of three questions (Kaplan and Garrick, 1981): ‘What can go wrong?’, ‘What is the likelihood that it would go wrong?’, and ‘What are the consequences?’ Answers to these questions help risk analysts identify, measure, quantify, and evaluate risks and their consequences and impacts. Risk management builds on the risk assessment process by seeking answers to a second set of three questions (Haimes, 1991): ‘What can be done and what options are available?’, ‘What are their associated trade-offs in terms of all costs, benefits, and risks?’, and ‘What are the impacts of current management decisions on future options?’ Note that the last question is the most critical one for any managerial decision-making.

Practical wisdom in managerial decision making

2010 ◽  
Vol 29 (7/8) ◽  
pp. 637-645 ◽  
Author(s):  
Domènec Melé
Keyword(s):  
Decision Making ◽  
Practical Wisdom ◽  
Moral Judgments ◽  
Decision Making Process ◽  
Managerial Decision ◽  
Managerial Decision Making ◽  
Content Type ◽  
Moral Virtues ◽  
Means And Ends ◽  
Human Good

PurposeThe aim of this paper is to present the necessity for practical wisdom in the managerial decision making process and its role in such a process. The paper seeks to contrast the position with two conventional approaches based on maximizing and satisficing behaviors respectively.Design/methodology/approachFollowing Aristotle and Thomas Aquinas it is argued that a correct decision should consider an “integral rationality” which includes not only “instrumental rationality” but also “practical rationality”. The latter permits the evaluation of both means and ends from the perspective of human good. Practical wisdom helps the decision maker to determine how a decision will contribute to the human good in each particular situation.FindingsMaximizing and satisficing behaviors are based on the facts‐values dichotomy, which separates business and ethics and presents a rationalistic and incomplete view of the reality. The alternative presented here sees the decision as a whole, and this is a more comprehensive understanding of the reality. Ethics is better integrated into the decision making process, since it is an intrinsic part of such a process, not an extrinsic addition.Practical implicationsEvery decision has an ethical dimension, which should be considered by managers for making good decisions. Practical wisdom is essential in perceiving such a dimension and in making sound moral judgments in the making of decisions. Managers do not need only skills for making correct decisions, but practical wisdom and moral virtues, too.Originality/valueThe approach presented in the paper defeats the conventional but narrow views of managerial decision making based on maximizing behavior or on satisficing behavior and introduces the categories of good and evil as the main driver for managerial decision making.

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