scholarly journals INVOLVEMENT OF EMPLOYEES IN OPERATIONAL PLANNING OF MANUFACTURING ENTERPRISES: LATVIA EXPERIENCE

2021 ◽  
Vol 16 (2) ◽  
pp. 87-101
Author(s):  
Diāna Līduma ◽  
Inese Lūsēna-Ezera
Keyword(s):  
Decision Making ◽  
Strategic Planning ◽  
Goal Setting ◽  
Employee Involvement ◽  
Operational Planning ◽  
Decision Making Process ◽  
Common Goal ◽  
Manufacturing Enterprise ◽  
Strategic Issues ◽  
Manufacturing Enterprises

The main feature of teamwork is a common goal, and the involvement of employees is essential to its achievement. In a wider scope, it is understood not only by the involvement of employees in decision-making but also as the involvement of employees in operational planning and strategic issues. Research aim is to find out whether the involvement of employees in decision-making, goal setting and planning is inherent in manufacturing enterprises. According to a survey of 268 different level employees of 25 manufacturing enterprises in Latvia, it was found out that involvement of all employees in the decision-making process is not perceived by the enterprises` performance and strategic planning, and the involvement of employees in decision-making and goal setting can only be seen within the department. Keywords: decision-making, employee involvement, goal setting, operational planning, manufacturing enterprise, teamwork

scholarly journals CORPORATE DECISION MAKING DALAM KOMUNIKASI ORGANISASI

INFORMASI ◽  
2016 ◽  
Vol 46 (1) ◽  
pp. 49
Author(s):  
Rebekka Rismayanti
Keyword(s):  
Decision Making ◽  
Goal Setting ◽  
Decision Making Process ◽  
Mutual Understanding ◽  
Social Expectations ◽  
The Social

In an organization, decision making is anessential factor to achieve its goals. The decision-making process is a process of selecting the best alternative from many alternatives that systematically chosen as a way to resolve the problem. The decision is seen as a “choice between the alternatives” as well as a form of communication that fulfills the social expectations of the organization’s members. So the goal setting, onflow of information as well as individual’s values within the group affect the decisions made by the group itself. Then, the leadership-participation style in decision-making is the most important factor for creating the mutual understanding between both parties related to the decision.Dalam sebuah organisasi, pengambilan keputusan merupakan faktor penting untuk mencapai tujuannya. Proses pengambilan keputusan adalah proses pemilihan alternatif terbaik dari berbagai alternatif yang secara sistematis dipilih sebagai cara untuk menyelesaikan masalah. Keputusan ini dipandang sebagai “pilihan antara alternatif” serta bentuk komunikasi yang memenuhi harapan sosial dari anggota organisasi. Jadi penetapan tujuan, aliran informasi serta nilai-nilai individu dalam kelompok mempengaruhi keputusan yang dibuat oleh kelompok itu sendiri. Kemudiangaya kepemimpinan-partisipasi dalam pengambilan keputusan adalah faktor yang paling penting untuk menciptakan saling pengertian antara kedua belah pihak yang terkait dengan keputusan tersebut.

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.

scholarly journals TEAMWORK IN MANUFACTURING ENTERPRISE PERFORMANCE ACHIEVEMENT

2018 ◽  
Author(s):  
Inese Lusena-Ezera ◽  
Diana Liduma
Keyword(s):  
Production Management ◽  
Work Organization ◽  
Team Work ◽  
Enterprise Performance ◽  
Common Goal ◽  
Manufacturing Enterprise ◽  
Performance Achievement ◽  
Manufacturing Enterprises ◽  
Efficient Manufacturing ◽  
Determinant Factor

Even though various work organization forms and instruments exist for efficient manufacturing pro-cess and economic efficiency achievement in manufacturing enterprises, the issue is still topical which of the factors in production management – human resources or technologies is the main impellent in performance achievement in manufacturing enterprises. Research aim is to find out whether ap-proach based on teamwork is applied in performance achievement. Different level managers of eight manufacturing enterprises (total 21 managers) from Liepaja City (Latvia) and suburban area were questioned. Research results prove that in manufacturing enterprise performance characteristics of teamwork can be noticed in general. However, size of manufacturing enterprise (number of employ-ees) is the determinant factor to whether employees’ strive for a common goal and believe in team-work in

scholarly journals HYBRID MODE OF BIBLIOMETRY AND TECHNIQUE OF PROSPECTIVE SCENARIOS FOR INDUSTRY 4.0 ASSOCIATED WITH INTELLECTUAL CAPITAL

2021 ◽  
Vol 9 (5) ◽  
pp. 534-549
Author(s):  
Laudiceia Normando de Souza ◽  
Ana Eleonora Almeida Paixão ◽  
Cleide Ane Barbosa da Cruz ◽  
Teresinha Fonseca
Keyword(s):  
Decision Making ◽  
Strategic Planning ◽  
Intellectual Capital ◽  
Industry 4.0 ◽  
Economic Value ◽  
Decision Making Process ◽  
Hybrid Mode ◽  
Organizational Process ◽  
Technological Advances ◽  
Scenario Technique

The prospective scenarios technique conducts strategic planning as a futuristic signpost for the management goals of Industry 4.0 in its technological advances, directed towards the development of productive digitalization and creation of value connected to Intellectual Capital as an aggregator of economic value in the organizational process. The objective of this research is to propose a hybrid modality of bibliometrics and the prospective scenario technique for Industry 4.0 associated with Intellectual Capital. In the methodological stages of this study, the insertion of the Bibliometric Laws of Lotka, Bradford, and Zipf and its informative potential stand out, aiming to assist in the decision-making process of strategic planners.

scholarly journals Indigenous Collaborative Governance: An Understanding of Decision-Making Process at Desa Adat in Bali, Indonesia

2020 ◽  
Vol 4 (2) ◽  
pp. 119
Author(s):  
Md Putri Wiyantari Sutaryantha ◽  
Bevaola Kusumasari
Keyword(s):  
Decision Making ◽  
Conceptual Framework ◽  
Public Administration ◽  
Local Governance ◽  
Practical Implication ◽  
Collaborative Governance ◽  
Decision Making Process ◽  
Common Goal ◽  
Depth Interviews

The decision-making process that took place at desa adat (indigenous village) involved many actors and stakeholders from various elements of the community, to achieve a common goal. This research highlights the linkages of indigenous collaborative governance among actors involved in the decision-making process at Balinese Desa Adat, Indonesia. This research has, thus, discovered how indigenous collaborative governance was linked to the decision-making process and linked to the implementation of local governance, especially in the implementation of Adat in Bali Province. This study emphasizes the extensive use of public administration literature about collaborative governance and the decision-making process. Additionally, in-depth interviews and live experience in desa adat were conducted, as it is aimed to explore and understand more about the case. The result provided aligned with the conceptual framework because all of the actual implementation of the decision-making process at Desa Adat Peliatan met the criteria or indicators of collaborative governance. It showed that there was an involvement of indigenous collaborative governance in the process of decision-making at the desa adat level. The practical implication, in this case, is that collaboration matters in the decision-making process involving various elements of society with diverse interests.

scholarly journals Clinicians' contributions tohealthcare management

2001 ◽  
Vol 24 (4) ◽  
pp. 42
Author(s):  
Robert Bull
Keyword(s):  
Decision Making ◽  
Resource Allocation ◽  
Strategic Planning ◽  
Health Services ◽  
Senior Management ◽  
Decision Making Process ◽  
Professional Managers ◽  
Clinical Directors ◽  
Clinical Directorates

Primary tasks for clinical directors are to disseminate information to colleagues, provide feedback to senior professional managers, and to play key roles in strategic planning and resource allocation in health services. These tasks are seen to reduce barriers between clinicians and management. The application of clinical directorates across healthcare organisations is inconsistent and ambiguous. When set clear guidelines, clinical directors can impact on the decision-making process within senior management. As further applications of clinical directors in management occur, development of the role is required to realise the potential.

scholarly journals Strategic Thinking: The Role in Successful Management

2017 ◽  
Vol 9 (4) ◽  
pp. 44
Author(s):  
Marcelo Amaral Dionisio
Keyword(s):  
Decision Making ◽  
Strategic Planning ◽  
Strategic Management ◽  
Strategic Thinking ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Decision Making Process ◽  
Business Organizations ◽  
Successful Management ◽  
Strategic Process

Strategic thinking and strategic planning are concepts that are not clearly defined both in the literature and in the practice of business organizations and sometimes they are used interchangeably with each other or with strategic management. The purpose of this text is to differentiate and define both concepts and relate their role with the strategic decision making process of a firm. The text ends by approaching the issue of sustainability as a new challenge in the strategic process.

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