Organizational and Funding Options for Markup Vocabulary Creation and Maintenance

2018 ◽  
Author(s):  
Todd Carpenter
Keyword(s):  
Decision Making ◽  
Intellectual Property ◽  
Organizational Structure ◽  
Real World ◽  
Management Process ◽  
Consensus Model ◽  
The Creation ◽  
Maintenance Selection ◽  
Volunteer Time ◽  
Selection Of

There are many ways to create a markup vocabulary and many forums in which it can be done. Creating and maintaining markup vocabularies requires significant ongoing volunteer time and effort, significant funding, or both. In light of this, it often makes sense for a multi-institution group to undertake the creation and management process, particularly when interchange is a goal. The community has examples of this consensus model, such as the TEI (which was created by a grant-supported project and is maintained by a consortium created for the purpose) and the STS (which was originally a derivative of JATS, further developed by ISO, and then donated to NISO for the establishment of consensus and for maintenance). Selection of an organizational home and source of funding can have marked effects on vocabularies. The organizational structure affects representation, who has a voice in the process, intellectual property concerns (e.g., patents, copyrights, other standards), and decision making policies. Costs involved in creating and maintaining markup vocabularies begin at conception and continue through development into maintenance and promotion. These costs include editing, hosting, publishing and distribution, and management of the standards process. Real-world examples of the organization and funding of successful markup vocabularies will provide patterns others may find useful.

An algebraic approach to N-soft sets with application in decision-making using TOPSIS

2021 ◽  
pp. 1-21
Author(s):  
Muhammad Shabir ◽  
Rimsha Mushtaq ◽  
Munazza Naz
Keyword(s):  
Decision Making ◽  
Mathematical Models ◽  
Real World ◽  
Algebraic Approach ◽  
Multi Criteria Decision Making ◽  
Commutative Monoids ◽  
Soft Sets ◽  
Algebraic Properties ◽  
Different Types ◽  
Selection Of

In this paper, we focus on two main objectives. Firstly, we define some binary and unary operations on N-soft sets and study their algebraic properties. In unary operations, three different types of complements are studied. We prove De Morgan’s laws concerning top complements and for bottom complements for N-soft sets where N is fixed and provide a counterexample to show that De Morgan’s laws do not hold if we take different N. Then, we study different collections of N-soft sets which become idempotent commutative monoids and consequently show, that, these monoids give rise to hemirings of N-soft sets. Some of these hemirings are turned out as lattices. Finally, we show that the collection of all N-soft sets with full parameter set E and collection of all N-soft sets with parameter subset A are Stone Algebras. The second objective is to integrate the well-known technique of TOPSIS and N-soft set-based mathematical models from the real world. We discuss a hybrid model of multi-criteria decision-making combining the TOPSIS and N-soft sets and present an algorithm with implementation on the selection of the best model of laptop.

Affective Goal and Task Selection for Social Robots

2009 ◽  
pp. 74-87 ◽  
Author(s):  
Matthias Scheutz ◽  
Paul Schermerhorn
Keyword(s):  
Decision Making ◽  
Real World ◽  
Social Robots ◽  
Human Robot Interaction ◽  
Robot Interaction ◽  
Task Selection ◽  
Resource Limitations ◽  
Effective Decision ◽  
Effective Decision Making ◽  
Selection Of

Effective decision-making under real-world conditions can be very difficult as purely rational methods of decision-making are often not feasible or applicable. Psychologists have long hypothesized that humans are able to cope with time and resource limitations by employing affective evaluations rather than rational ones. In this chapter, we present the distributed integrated affect cognition and reflection architecture DIARC for social robots intended for natural human-robot interaction and demonstrate the utility of its human-inspired affect mechanisms for the selection of tasks and goals. Specifically, we show that DIARC incorporates affect mechanisms throughout the architecture, which are based on “evaluation signals” generated in each architectural component to obtain quick and efficient estimates of the state of the component, and illustrate the operation and utility of these mechanisms with examples from human-robot interaction experiments.

Entrepreneurship and Organization

2000 ◽  
Vol 1 (2) ◽  
pp. 85-89 ◽  
Author(s):  
A. L. Minkes ◽  
G. R. Foxall
Keyword(s):  
Organizational Structure ◽  
Organizational Design ◽  
Position Paper ◽  
Management Process ◽  
Strategic Decisions ◽  
Large Organization ◽  
Practical Development ◽  
The Creation

This paper is concerned with entrepreneurship in the large and complex corporation: it argues that this should be seen as a management process in the formulation of strategic decisions and in the creation of organizational structure through which decisions are made effective. The entrepreneurial function is seen as being diffused throughout the large organization, so that there is an entrepreneurial aspect to the task of managers: this has significant implications for the practical development of managers and organizational design. In this position paper, the authors bring together ideas from several years' work in which they have explored, theoretically and empirically, the nature of entrepreneurship in large businesses.

Affective Goal and Task Selection for Social Robots

2010 ◽  
pp. 2150-2163
Author(s):  
Matthias Scheutz ◽  
Paul Schermerhorn
Keyword(s):  
Decision Making ◽  
Real World ◽  
Social Robots ◽  
Human Robot Interaction ◽  
Robot Interaction ◽  
Task Selection ◽  
Resource Limitations ◽  
Effective Decision ◽  
Effective Decision Making ◽  
Selection Of

Effective decision-making under real-world conditions can be very difficult as purely rational methods of decision-making are often not feasible or applicable. Psychologists have long hypothesized that humans are able to cope with time and resource limitations by employing affective evaluations rather than rational ones. In this chapter, we present the distributed integrated affect cognition and reflection architecture DIARC for social robots intended for natural human-robot interaction and demonstrate the utility of its human-inspired affect mechanisms for the selection of tasks and goals. Specifically, we show that DIARC incorporates affect mechanisms throughout the architecture, which are based on “evaluation signals” generated in each architectural component to obtain quick and efficient estimates of the state of the component, and illustrate the operation and utility of these mechanisms with examples from human-robot interaction experiments.

63 Moons-NSEL Merger: A Boon or a Bane for the Stakeholders

2019 ◽  
Vol 23 (02) ◽  
pp. 369-398
Author(s):  
Shernaz Bodhanwala
Keyword(s):  
Decision Making ◽  
Organizational Structure ◽  
Real World ◽  
Decision Making Process ◽  
Monitoring And Control ◽  
The Real ◽  
Major Fault ◽  
Complex Decision Making ◽  
Complex Decision ◽  
And Control

The Ministry of Corporate Affairs, Government of India, had ordered the mandatory merger of 63 Moons Technologies Limited (63 Moons) with its crisis struck subsidiary company, National Spot Exchange Limited (NSEL), the electronic commodity spot exchange of India. However, 63 Moons’ board and promoters did not agree with the forced merger order as they believed that they were not at major fault behind the NSEL payment crisis. The case provides an opportunity to participate in the real-world complex decision-making process which involves the forced merger of two entities that may affect the interest of various stakeholders. The case allows examination of the issues such as related party transactions, internal monitoring and control processes, organizational structure and the regulatory framework which led to the payment crisis.

scholarly journals Application of fuzzy AHP approach to selection of organizational structure with consideration to contextual dimensions

Organizacija ◽  
2012 ◽  
Vol 45 (5) ◽  
pp. 246-254 ◽  
Author(s):  
Alireza Aslani ◽  
Feryal Aslani
Keyword(s):  
Decision Making ◽  
Organizational Structure ◽  
Fuzzy Ahp ◽  
Structure Design ◽  
Organizational Changes ◽  
Multi Attribute Decision Making ◽  
Operational Decision Making ◽  
Decision Making Model ◽  
Structural Levels ◽  
Selection Of

The literature of organizational structure design is relatively rich along with conceptual and complex patterns. This complexity arising from the number of elements and numerous relations in addition to the nature of variables. Thereby, the lack of operational decision-making models is felt to propose adequate structural designs in practice. In this article, the researchers employ a fuzzy multi attribute decision making model (FMADM) to select the most suitable organizational structure based on expert’s judgments and by deploying contextual dimensions of the organization. Since the organizational changes especially in the structural levels are along with resistances among involved staffs, the implementation of this model is a supportive tool in addition to help the managers to make a qualified decision and change.

INTEGRATION OF A CONSISTENCY CONTROL MODULE WITHIN A CONSENSUS MODEL

2008 ◽  
Vol 16 (supp01) ◽  
pp. 35-53 ◽  
Author(s):  
FRANCISCO CHICLANA ◽  
FRANCISCO MATA ◽  
LUIS MARTINEZ ◽  
ENRIQUE HERRERA-VIEDMA ◽  
SERGIO ALONSO
Keyword(s):  
Decision Making ◽  
Group Decision ◽  
Consensus Model ◽  
Rational Decision Making ◽  
Transitivity Property ◽  
Formal Properties ◽  
Consistent Information ◽  
High Degree ◽  
Level Of Agreement ◽  
Selection Of

In group decision making (GDM) processes, prior to the selection of the best alternative(s), it would be desirable that experts achieve a high degree of consensus or agreement between them. Due to the complexity of most decision making problems, individuals' preferences may not satisfy formal properties. ‘Consistency’ is one of such properties, and it is associated with the transitivity property. Obviously, when carrying out a rational decision making, consistent information, i.e. information which does not imply any kind of contradiction, is more appropriate than information containing some contradictions. Therefore, in a GDM process, consistency should also be sought after. In this paper we present a consensus model for GDM problems that proceeds from consistency to consensus. This model integrates a novel consistency reaching module based on consistency measures. In particular, the model generates advice on how experts should change their preferences in order to increase their consistency. Also, the consensus model is considered adaptive because the search for consensus is adapted to the level of agreement achieved at each consensus round.

scholarly journals Facylitacja zespołowego diagnozowania i planowania strategicznego w lokalnych organizacjach kultury

2018 ◽  
Vol 19 (4) ◽  
pp. 415-436
Author(s):  
Sebastian Wacięga ◽  
Anna Miodyńska
Keyword(s):  
Field Theory ◽  
Decision Making ◽  
Preliminary Analysis ◽  
Planning Process ◽  
Local Environment ◽  
Management Process ◽  
Participatory Process ◽  
Staff Members ◽  
Strategic Management Process ◽  
Selection Of

The goal of the paper is to describe the process of a team-based (participatory) strategic diagnosis and planning in a local cultural organisation. The team-based method involves the participation of as many organisation’s staff members and stakeholders as possible in strategic diagnosis and planning. The scope of such participation principally covers the management; however, it can be expanded to include a workgroup of selected employees, all the employees, and representatives of the organisation’s environment. The selection of the scope of participation in strategic diagnosis and planning is conditioned by the objectives set by the entity responsible for the organisation (e.g. the management or a supervisory body), the effectiveness of the planning process (decision-making dilemmas: participation – effectiveness), the needs of the local environment, and the selected model of the organisation. A crucial role in supporting the team-based (participatory) process of strategic diagnosis and planning is played by a facilitator. The facilitator’s task is to create optimal teamwork conditions, so as to reveal various perspectives and use the participants’ experiences, knowledge, and ideas in diagnostic and planning work. Preparing the organisation for change, so the process of strategic diagnosis and planning, should factor in the key forces in the organisation and the environment, as presented in the Kurt Lewin’s field theory. These forces have an inhibiting or supporting impact on the strategic management process in the organisation. The paper presents a preliminary analysis of these forces based on the perspectives of the organisation’s management, local self-government (the most common supervisory body of a local cultural organisation), and the organisation’s staff.

Programming Politics

2020 ◽  
pp. 92-118
Author(s):  
Jack Parkin
Keyword(s):  
Decision Making ◽  
Political Economy ◽  
Monetary Policy ◽  
Source Code ◽  
Consensus Model ◽  
Ethnographic Data ◽  
The Creation ◽  
Code Development

Chapter 5 outlines the community of developers who have contributed to Bitcoin’s source code. Drawing from ethnographic data and existing political economy theorisations of cryptocurrencies, the governance of the Bitcoin codebase is understood through obligatory passage points found among key individuals and groups involved in the creation of Bitcoin. The consensus model for making changes to the Bitcoin software shows how code is bound up with political tensions that arise through coordinating geographies of production. Pressures between different stakeholders are exposed to show how a stagnation of decision-making in code development and the increased likeliness of the project forking as it scales demands degrees of centralisation at the architectural level of cryptocurrency design so actions can be resolved and implemented. The overall political framework for altering Bitcoin’s code is described as senatorial governance: a (de)centralised model where bureaucratic parties compete to change the monetary policy (codified rules) of the protocol.

scholarly journals Criteria and their Influence on the Tactical Decision-Making of Commanders in Operations

2021 ◽  
Vol 26 (3) ◽  
pp. 173-182
Author(s):  
Jiří Černý ◽  
Jaromír Pitaš
Keyword(s):  
Risk Assessment ◽  
Decision Making ◽  
Decision Making Process ◽  
The Core ◽  
Decision Making Processes ◽  
Planning Processes ◽  
Mutual Comparison ◽  
Tactical Decision ◽  
The Creation ◽  
Selection Of

Abstract Decision-making is one of the core activities of commanders in operations. Commanders (with the help of staffs) carry out decision making, or the decision-making process in planning, because decision-making processes lie at the heart of planning processes. Commanders’ and staffs’ decision-making consists of the creation and assessment of various alternatives (variants of actions) according to certain aspects (criteria) and their mutual comparison, risk assessment, selection of the most advantageous (optimal) alternative and the adoption of a decision. In this paper, the authors focus on the method of deriving (selecting) a set of criteria from the objectives of the operation and their formulation for subsequent use in the creation, analysis, comparison and selection of a variant of action. The reason the authors carefully examine the significance of the influence of criteria on commanders' decisions is primarily the fact that these actions are not elaborated in detail in Alliance documents, which may subsequently affect the choice of optimal variants (decisions) regarding the actions of their own troops in joint (NATO) operations.

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