Determination of Performance Indicators for Warehouse Evaluation: A Case of Medium Sized Warehouses in Nakuru Town

Evaluation of warehouse processes is required for decision making purposes and the improvement of warehouse operations. To evaluate warehouse processes, it is essential to identify key indicators in the warehouse operations. This research was intended to identify the significant indicators of warehouse performance that would support management decision making on the improvement of warehouse operations. In this research 20 indicators were identified in four warehouse activities based on Frazelle model. The most important indicators in each warehouse were then determined. The study was conducted through a descriptive design using a survey of 3 medium warehouses in Nakuru. The study employed purposive sampling to select the sample and sample elements. The sample size of 10 warehouse management officers were used in the study. Structured questionnaire was adopted as data collection instrument. The research findings indicated that most important performance indicators for receiving is productivity, for storage is space utilization, for order picking is cycle time and for shipping is productivity. Process improvement steps were proposed based on benchmarking among warehouses handling similar goods. It was noted that different types of warehouses require different indicators. The study concluded that measurement of warehouse processes is important and enables operations improvements and cost reduction. Keywords: Warehouse procedures, warehouse performance, warehouse improvement, medium sized warehouses, Nakuru town, Kenya

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Adoption of management decisions based on programming methods as a subgroup of methods for optimizing performance indicators

Journal of Management Studies ◽

10.12737/article_5d68d583605411.06206955 ◽

2019 ◽

Vol 4 (9) ◽

pp. 34-44

Author(s):

А. Тебекин ◽

A. Tebekin

Keyword(s):

Decision Making ◽

Performance Indicators ◽

Management Decision ◽

Management Decisions ◽

General Classification ◽

Managerial Decisions ◽

Management Decision Making ◽

First Time

The author's classification of management decision-making methods, including twenty-five classes of methods, is presented for the first time. As part of the general classification of management decision-making methods, the role and place of a group of methods for making managerial decisions based on the optimization of performance indicators was demonstrated. In the group of methods for making managerial decisions based on the optimization of performance indicators, a subgroup of programming methods (linear, nonlinear and dynamic) is considered in detail. The features of use and application are shown when making managerial decisions of a subgroup of programming methods.

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Environmental Assessment, Cognition, and Action: Research Applications

Environment, Cognition, and Action ◽

10.1093/oso/9780195062205.003.0010 ◽

1992 ◽

Author(s):

Ervin H. Zube

Keyword(s):

Decision Making ◽

Environmental Factors ◽

Environmental Assessment ◽

Environmental Planning ◽

Assessment Process ◽

Management Decision ◽

Assessment Activity ◽

Management Decision Making ◽

Research Findings ◽

Physical Environmental Factors

Environmental assessment has been defined as “a general conceptual and methodological framework for describing and predicting how attributes of places relate to a wide range of cognitive, affective, and behavioral responses” (Craik & Feimer, 1987). A primary purpose for assessing environments is to provide valid and reliable information that has utility in environmental planning, design, and management decision making. Implicit in the assessment activity is the assumption of identifiable relationships of physical environmental factors with descriptive and evaluative assessments, and with predictions of responses to places conceptualized in plans and designs, but not yet built. This chapter addresses the utility of research findings. Three primary questions are posed. Why are some environmental assessment and cognition research findings used successfully in decision making while others are not? What factors contribute to these outcomes? And how important are physical environmental factors in planning, design, and management decision making? The preceding chapters by Rachel Kaplan, Reginald Golledge, and Harry Timmermans provide the background for the following discussion. The first section of this chapter presents a brief review of similarities and differences among the three preceding chapters, with specific attention directed to interpretations or definitions of the concepts of assessment and preference, the use of physical environmental variables in the assessment process, and the roles of laypersons and experts in assessment. Potential uses for and applications of environmental assessment research are described in the second section. This is followed by a discussion of the differences between instrumental and conceptual applications and of factors that have been identified as influencing applications, factors such as communications between researchers and users, responsibilities for problem definition, and the context within which the research is conducted. This chapter concludes with a discussion of the opportunities for and probable limitations on applications of the preceding chapters by R. Kaplan, Golledge, and Timmermans. Four concepts and elements that are addressed in the three chapters have been selected for purposes of structuring a comparison among them. These concepts and elements—assessment, preference, roles of laypersons and experts, and physical environmental factors—are particularly salient to the issue of research applications.

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Conflitos de Agência e Assimetria de Informações Contábeis: Entre a Tomada de Decisão e a Gestão Corporativa

International Journal of Professional Business Review ◽

10.26668/businessreview/2020.v5i2.199 ◽

2020 ◽

Vol 5 (2) ◽

pp. 234

Author(s):

Kathleen Xavier de Almeida ◽

Ruan Carlos dos Santos ◽

Maria do Socorro Silva Mesquita ◽

Rosimery Alves de Almeida de Lima

Keyword(s):

Decision Making ◽

Accounting Information ◽

Management Decision ◽

Decision Making Process ◽

Accounting Systems ◽

Governmental Organizations ◽

Non Governmental Organizations ◽

Close Relationship ◽

Management Decision Making ◽

Research Findings

Objective - The registration and disclosure of the company's accounting information, attributed to the accounting professional, is of utmost importance for the decision making process for the company-manager. This theoretical essay presents and discusses the main contributions of the theory on management decision making between the company and the accounting process.Methodology - In methodological terms, this study is defined as a theoretical essay, in the sense that it seeks, through the existing literature, an understanding of the issue of Corporate Governance in Non-Governmental Organizations. This study can be classified as a theoretical-conceptual bibliographic research. The study will search the existing literature of the theme, with the purpose of elaborating a theoretical reference on Agency Theory, Accounting and Corporate Governance.Results - As a contribution to the discussion, this work was developed from extensive bibliographic research in Brazilian and international journals and events, contemplating foundations related to the reality of Accounting and organizations. Although few researches address the association of these theories with accounting practice, especially regarding the production of accounting information for external users, the research findings expose the close relationship between the two fields of knowledge. Contributions - Among the main contributions of decision theories to accounting science, knowledge about human behavior that can be used in behavioral accounting, the need for subsidies for accountants to make more rational decisions and, especially, the possibility of improving accounting systems, aiming at better treatment of information for the decision-making process, stand out.

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METHODS OF MANAGEMENT DECISION-MAKING BASED ON GAME THEORY AS A GROUP OF METHODS OF STRATEGIC DECISION-MAKING CLASS BASED ON THE OPTIMIZATION OF PERFORMANCE INDICATORS

Business Strategies ◽

10.17747/2311-7184-2018-10-14-23 ◽

2018 ◽

pp. 14-23

Author(s):

A. V. Tebekin

Keyword(s):

Game Theory ◽

Decision Making ◽

Performance Indicators ◽

General System ◽

Strategic Decision ◽

Strategic Decision Making ◽

Management Decision ◽

Management Decision Making

Within the framework of the General system of management decision-making methods, the role and place of management decision-making methods based on the optimization of performance indicators are shown. The features and areas of application of methods of game theory as a group of methods of the class of strategic decisionmaking based on the optimization of performance indicators are considered. The classification of a group of methods of management decision-making based on the theory of games on the basis of cooperation, symmetry, the value of the total amount, sequence of actions, completeness of information, finiteness of the number of steps, continuity, purity of strategies, type of winning function.

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Centralization and Effectiveness of Reward Management in Multinational Enterprises

Journal of Personnel Psychology ◽

10.1027/1866-5888/a000195 ◽

2018 ◽

Vol 17 (2) ◽

pp. 55-65 ◽

Cited By ~ 1

Author(s):

Michael Tekieli ◽

Marion Festing ◽

Xavier Baeten

Keyword(s):

Decision Making ◽

Social Identity Theory ◽

Multinational Enterprises ◽

Role Identity ◽

Management Decision ◽

Role Identities ◽

Management Decision Making ◽

New Perspective ◽

Subsidiary Managers ◽

The Relationship

Abstract. Based on responses from 158 reward managers located at the headquarters or subsidiaries of multinational enterprises, the present study examines the relationship between the centralization of reward management decision making and its perceived effectiveness in multinational enterprises. Our results show that headquarters managers perceive a centralized approach as being more effective, while for subsidiary managers this relationship is moderated by the manager’s role identity. Referring to social identity theory, the present study enriches the standardization versus localization debate through a new perspective focusing on psychological processes, thereby indicating the importance of in-group favoritism in headquarters and the influence of subsidiary managers’ role identities on reward management decision making.

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