Control and Monitor Model of the Critical State of Corporate Strategic Decision Making Based on the Chaotic Neural Networks

2013 ◽  
Vol 567 ◽  
pp. 101-111
Author(s):  
Wei Wang ◽  
Yan Wei Fan ◽  
Xiu Hui Qi

Timely strategic decision-making is an important guarantee for corporate to remain invincible in the competition. This paper sorts out the current researches of the control of the strategic decision-making, proposes the processing model to control the critical state of the strategic decision making as well as the judging methods, and determines the best timing to apply the chaotic neural network control for the strategic decision making on the basis of constructing the index controlling system, so that the accurate control for the corporate strategic decision making can be achieved.

2022 ◽  
Vol 2022 ◽  
pp. 1-11
Author(s):  
Xiaorong Li ◽  
Lijun Zhang ◽  
Dongchen Li ◽  
Dan Guo

In this paper, RNN (Recurrent Neural Network) algorithm is used to conduct an in-depth analysis of HR strategic decision-making and an HR strategic decision model is constructed for simulation. The four evaluation dimensions of index screening are extracted, the generalized gray correlation analysis is applied to screen the initial selection indexes of HR strategic decision-making, and then the HR strategic decision-making index system of power supply enterprises is constructed. On this basis, the applicability of the BP neural network in HR strategic decision-making is analysed and demonstrated, a BP neural network-based HR strategic decision-making model for power supply enterprises is constructed, and the rationality of the model is illustrated through the model training and testing. Finally, an empirical study is conducted with S power supply company as an example to illustrate the operability of the BP network model for HR strategic decision-making. The results of this paper provide a scientific basis for human resource decision-making in power supply enterprises and provide theoretical support for promoting the healthy development of power supply enterprises. Improving the level of human resource management can make fuller use of human resources and realize the strategic goals of the enterprise. A strategy for optimizing the training of hybrid convolutional neural networks is proposed, using an exponential linear unit activation function to solve the problem of neuron dead zones, a hybrid pooling strategy is used to improve the problem of feature information loss in maximum pooling processing, and an improved cross-entropy loss function is used to solve the problem of insufficient learning of difficult classification samples. The optimization of the model training process is finally completed, and the recommendation quality is improved. The Bayesian probability distribution table is learned to be filled in the expert data set; finally, the accuracy and effectiveness of the model are tested on the experimental platform. The results of the experiments show that the established Bayesian model beats the platform’s built-in intelligent method with a 78.2% win rate. That is, the model can make intelligent recommendations for strategies in staffed and unmanned platform decision-making and command-and-control combat units to execute tactical actions to achieve the best operational effectiveness.


2021 ◽  
Vol 13 (2) ◽  
pp. 845
Author(s):  
Marli Gonan Božac ◽  
Katarina Kostelić

The inclusion of emotions in the strategic decision-making research is long overdue. This paper deals with the emotions that human resource managers experience when they participate in a strategic problem-solving event or a strategic planning event. We examine the patterns in the intensity of experienced emotions with regard to event appraisal (from a personal perspective and the organization’s perspective), job satisfaction, and coexistence of emotions. The results reveal that enthusiasm is the most intensely experienced emotion for positively appraised strategic decision-making events, while frustration is the most intensely experienced emotion for negatively appraised problem-solving events, as is disappointment for strategic planning. The distinction between a personal and organizational perspective of the event appraisal reveals differences in experienced emotions, and the intensity of experienced anger is the best indicator of the difference in the event appraisals from the personal and organizational perspective. Both events reveal the variety of involved emotions and the coexistence of—not just various emotions, but also emotions of different dominant valence. The findings indicate that a strategic problem-solving event triggers greater emotional turmoil than a strategic planning event. The paper also discusses theoretical and practical implications.


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