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Managerial Decision Making, 2008.
A look at the four functions of the manager during the decision-making stage.
1,587 words (approx. 6.3 pages), 7 sources, MLA, $ 51.95
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Abstract
This paper discusses how management is largely associated with making decisions and possessing the ability to make decisions. The paper relates that, predominantly, the character and type of decisions which a manager makes during the course of his or her duties are aligned with the four functions of the manager. The paper then goes on to examine and discuss these four functions and points out that managers, in respect to their various roles and activities related to the four functions, must be able to place their duties and responsibilities within each specific category. The paper concludes that the role of managing as a functional role based on decision making is essential to an organization's strong economic performance and consistency.
Outline:
Management
The Functions as Decision Nexuses
The Management of Functions
Conclusion
From the Paper
"The roles of a manager have been the topic for much academic debate throughout modern business studies. However, generally these roles have been categorized into four broad divisions of activities. Sims (9) relates that while many other functions do exist for which management is expected to accomplish, either directly or indirectly, these four primary functional areas of responsibility, remain pivotal in the role of the manager because they form the primary nexus within which almost all of managerial decision making takes place. "
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Management Decision-Making, 2007.
An analysis of the stages required for successful decision-making in managerial positions.
1,570 words (approx. 6.3 pages), 6 sources, MLA, $ 51.95
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Abstract
This paper discusses the process of decision-making for those in management positions. It discusses the need for the manager to identify the possible risks and create solutions as a way to avoid or manage those risks. It also describes the characteristics of managerial decisions that contribute to the difficulty and stress of the decision-making process. The paper then analyzes the differences between programmed decisions and non-programmed decisions when dealing with the structure of a decision. Finally, the paper details the six-stage process that decision makers can follow.
From the Paper
"For management to arrive at a correct conclusion to a decision, more than an idea must arise. Good managers know what is ahead of them when a decision is to be made. Most decisions lack structure and involve risk, uncertainty, and conflict. Some will be programmed decisions, which involve a process to find a positive conclusion. Non-programmed decisions test the ability of the manager or the decision maker. Decision making is something that managers face on a daily basis. The decision making process should be used when ever there is a decision to be made, big or small. With many barriers to entry, this process can be tedious and exhausting. But in the end the great managers will emerge showing their skills and talents."
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Decision-Making Model Analysis, 2007.
An analysis of two decision-making models; the 9 step model and the decision tree.
1,053 words (approx. 4.2 pages), 2 sources, MLA, $ 36.95
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Abstract
The paper compares the 9 step model to the decision tree in terms of advantages and disadvantages, as well as the approach to problems presented. The paper defines what the decision tree is and looks at how, in terms of a managerial or work-related decisions, the decision trees are useful. The decision trees clearly state out different courses of action, as related to different variables and restraints that may appear. The paper looks at the advantages of using a decision tree when making a decision. By comparing the two different models, the paper concludes that the decision tree is actually part of the 9 step model as the 9 step model is more complete in its approach.
From the Paper
"The decision tree starts with listing the decision that needs to be made , listed at the top of the tree. Each possible solution that can be adopted depending on different variables will form different branches of the decision tree. Each branch may carry its own ramifications, if, for example, each solution brings about new conditional variables (for example, an organization may have to decide on either launching a new product or consolidating the existing one, but launching a new product can be done either through innovation or through purchasing an existing line from a competitor). Each of the branches will have a measurable outcome, evaluated in term of cost, profitability, increase in market share etc. Each outcome will have attached an estimated probability that it will happen. Multiplying the probability with the outcome value for each node will allow us to have, in the end, a final score for each of the possible decisions and numerically evaluate the options."
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Ethical Decision Making, 2002.
A look at the use of ethics and morals in management decision making.
650 words (approx. 2.6 pages), 2 sources, $ 26.95
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Abstract
This paper discusses the importance of ethics in the managerial decision making process. In the competitive corporate world of today, it is extremely important for companies to base their decisions on ethically accurate and morally sound principles. Since managers are the decision makers in the firms, the responsibility of incorporating ethics into everyday decisions lies with them, and, therefore, they play a key role in weaving ethics and morals into the company's fabric.
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Decision Support System, 2002.
A review of the article by John R. Carlson, Dawn S. Carlson and Lori L. Wadsworth, "On The Relationship Between DSS Design Characteristics And Ethical Decision Making" Vol. 11, Journal of Managerial Issues.
1,401 words (approx. 5.6 pages), 4 sources, MLA, $ 46.95
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Abstract
This paper looks at how the article discusses the problems of unethical behavior in an organization and how decision support system can help in making more ethically sound decisions. It evaluates how the authors present an in-depth study of decision support system (DSS) and its implementation in organizations for ethical decision making. Decision support system is software that helps in analyzing various situations and presents different decision alternatives. It examines how although ethics have become an extremely important issue of debate in our corporate sector, very little attention is paid to ethicality of decisions made at managerial level. It shows how the authors cite various examples to prove that ethics is an important subject in organizations and thus DSS must be implemented to make decision-making process more precise and accurate.
From the Paper
"Carlson and others have presented previous research findings in this connection to highlight the importance of ethics in organizations and to further support their argument in favor of implementation of information systems in decision-making process. Citing these researches, Dubinsky and Loken, 1989; Ferrell and Gresham, 1985; Fritzsche, 1995; Gottlieb and Sanzgiri, 1996; Hunt and Vitell, 1986; Jones, 1991; Rest, 1986; Trevino, 1986, the authors maintain that a lot of information is available on the subject of ethical decision making but there is significant fewer studies conducted ion the subject of support that should be given to the decision maker. Citing Carlson and Perrewe, 1995; Nielsen, 1990, Sims, 1991, they concur that very few well researched studies are available on support system which illustrates the fact that more in depth study is required in this area."
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Managerial Economics, 2004.
A discussion of accurate demand estimation in managerial economics.
4,550 words (approx. 18.2 pages), 10 sources, MLA, $ 118.95
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Abstract
This paper analyses the effectiveness of demand estimation in a managerial context. Managerial decision-making often depends on analysis of the demand for a firm?s product. Demand estimation is an attempt to find a reasonable approximation of the actual but unknown demand function for a firm?s product. There are several limitations of obtaining the perfect accurate demand estimations. Identification problem exists in estimating demand and supply functions. It analyses how to empirically estimate the demand relationship using regression analysis as well as potential difficulties associated with regression analysis. It also includes a discussion of marketing research approaches to demand estimation such as consumer surveys, consumer clinics, market experiments and observation research. Each marketing research approach has its own advantages and disadvantages. Accurate demand estimation is crucial for sound managerial decision making. But, it is impossible to obtain perfect accurate demand estimation. Managers should exercise great care when using demand estimations to solve managerial decision problems, subject to the related constraints.
From the Paper
"From an economic perspective, cost includes not only explicit cost payments, but also implicit costs, arising from the contribution of the firm?s time and resources (McGuigan & Moyer 1989). Managers need to take into account various costs involved in obtaining perfect demand estimation. Also, all estimating procedures involve the analysis of historical experience into patterns and the projection of those patterns into the future in the belief that the future will somehow resemble the past, which limits the usefulness of demand estimation. Firms usually lack the prior knowledge of customers? demand. Also, the demand estimation does not capture all the information the management desires. The perfect accuracy of demand estimation is desirable but not rational to managers as it is too costly to obtain perfect accurate demand estimation and the usefulness of demand estimation is limited."
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Managerial Economics, 2004.
Looks at applications and development of decision making skills.
3,842 words (approx. 15.4 pages), 12 sources, MLA, $ 135.95
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Abstract
This paper discusses applications and development of decision making skills, application of microeconomic theory, cost estimation, market structure analysis and business policies, and government regulation of markets.
From the Paper
"Every day managers make many decisions that affect the survival prospects of their firm. These include deciding how much of a particular product to produce, what price to charge for that product, hiring additional workers how much effort should be invested in developing new products or improving the production process and what amount should be bid in an auction. An understanding of economic concepts can improve such decision making within a ..."
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Managerial Accounting, 2007.
An analysis of the factors that determine success for the managerial accountant.
3,157 words (approx. 12.6 pages), 13 sources, APA, $ 91.95
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Abstract
This paper analyzes the factors necessary for a managerial accountant to succeed in an independent practice and within a larger organization. The author emphasizes that managerial accountants must set the standard for communication within their practices, particularly in regard to strategic issues and relationships between other accountants in their practice. Additionally, the paper shows that managerial accountants must be linked organizationally to the accounting department that they support, which includes training end users to become more proficient in interpreting financial documents. The author concludes that more research is needed in the area of managerial accounting communication so that managers responsible for making training decisions and communicating on a continual basis will have enough tools with which to base their decisions.
Outline:
Introduction to Communication within the Accounting Profession
Leadership over the Managerial Accountant
Leadership by the Managerial Accountant
Decision-Making by the Managerial Accountant
Staff Motivation through Communication by the Managerial Accountant
Communication and Compensation
Outside Training
Management Priorities by the Managerial Accountant
Communicating Expectations of Staff
Marketing
The Communication of Ethical Standards
Conclusion
From the Paper
"As a result, managerial accountants must be flexible to change and adaptation, and those with a broad spectrum of behavioral understanding in addition to financial skills are more properly suited for their positions. This includes a communication medium that reaches the intended audience efficiently and effectively. This paper will analyze the correlation between managerial accountants and their means of communication necessary for their practice to thrive. It will also provide recommendations throughout that managerial accountants can incorporate into their practice in order to bring the profession as a whole to a new level of success."
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Mintzberg's Managerial Roles, 2004.
This essay discusses Mintzberg's managerial roles and their importance in an organization.
2,014 words (approx. 8.1 pages), 11 sources, MLA, $ 63.95
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Abstract
This paper examines Mintzberg's managerial roles, including team building, decision making models, and organizational communication. The paper states that Mintzberg?s ten managerial roles are divided into three sections, namely, the interpersonal, informational, and decisional. It also discusses how team building and decision making models aid in the development of a successful organization. Lastly, it shows that communication is the lifeblood of any organization and must be given and received in the appropriate manner.
From the Paper
"Under the informational aspect of the roles, the manager is responsible for acting as the figurehead, leader and liaison. The purpose of the figurehead is to perform the symbolic duties of the organization. These duties include welcoming visitors and signing legal documents. (Mintzberg's 10 Managerial Roles 2003) As a leader the manager must train employees, direct subordinates, and provide counseling for employees. In the role of the liaison the manager must ensure that the lines of communication are flowing freely throughout the organization. (Mintzberg's 10 Managerial Roles 2003)"
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Managerial Functions, 2007.
This paper discusses managerial functions, concentrating on the writer's personal experience from the Coca Cola company.
1,454 words (approx. 5.8 pages), 5 sources, APA, $ 48.95
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Abstract
In this article, the writer notes that it has many times been assumed that, once a person reaches a leading position, his or her professional life becomes easier to deal with; while only a small number of people do realize that a manager's tasks are far more complicated than those of a normal employee without any leading responsibilities. The writer points out that the tasks of a manager have been divided into eight categories: planning, decision making, organizing, staffing, communicating, motivating, leading and controlling. Further, the writer discusses that the four key managerial functions are those of planning, decision-making, organization and communication. The writer concludes that practically, the manager has to plan the strategies, decide the best alternatives, organize his and his employee's tasks and establish a communication channel with his subordinates.
Outline:
Planning
Prognosis
Scheduling
From the Paper
"The next function of the managerial position consists in decision-making, which may or may not be a follow-up of the planning activity. Practically, within each company, every activity, be it or not related to planning, organizing or communicating, is developed on the basis of taking a decision. This is the reason why it can be argued that decision-making is more than a managerial function; it is the essence of the leading process."
"Moreover, the de facto taking of a decision is one of the stages of the decision-making process, which starts with the recognition of the appearance of a decisional situation. The next step that should be followed in this process is the identification of all the possible alternatives. This is the moment when the decision can be taken by choosing one of the alternatives, by using several evaluation criteria."
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Decision Support Systems, 1999.
Examines the objectives and applications of analytic hierarchy, multicriteria attribute hierarchy and conjoint analysis processes, from a managerial perspective.
1,350 words (approx. 5.4 pages), 18 sources, $ 47.95
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Abstract
Introduction
This research reviews three decision support systems (DSSs). The three DSS tools reviewed are analytic hierarchy process (AHP), multicriteria attribute hierarchy process (MAHP), and conjoint analysis (CA). These DSS tools are reviewed from a managerial decision maker's perspective
From the Paper
"DECISION SUPPORT SYSTEMS: A REVIEW OF AHP, MAHP, & CA
Introduction
This research reviews three decision support systems (DSSs). The three DSS tools reviewed are analytic hierarchy process (AHP), multicriteria attribute hierarchy process (MAHP), and conjoint analysis (CA). These DSS tools are reviewed from a managerial decision maker's perspective.
Analytic Hierarchy Process
Support for repetitive decision-making functions be provided by the AHP, which more typically is used to support one-time decisions. Criteria levels needed to evaluate various sets of alternatives are classified into groups that represent intensities of a criterion. Research has found that an absolute measurement approach opens other possibilities for AHP ..."
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Public Policy-Making Process, 2006.
A review of public policy making and the public policy-making process.
2,114 words (approx. 8.5 pages), 9 sources, APA, $ 66.95
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Abstract
This paper takes a look at the process of public policy making. According to the paper, the policy making process that occurs in governmental organizations is a complex process that involves many organizations and entities, and is inclusive of several stages in the policy-making process. The paper further discusses the thesis of Charles E. Lindblom and Edward Woodhouse.
Outline:
Introduction
The Nature of Policy
Different Kinds of Policy Analysis
How Perceived Problems gets on the Public Agenda
The Major Players in the Process
The Decision-Making Processes Used to Adopt Policies
The Environment Within Which Policy Must Take Place
How Federalism Impacts the Policy-Making Process
Assessment of the Process Using the Thesis of Lindblom and Woodhouse
From the Paper
"Policy analysis is stated to have its limitations in the work of Lindblom and Woodhouse and the policy-makers are generally given too much advice or information which is incidentally extensive but does not offer a contrary or different point of view. Another limitation exists in the fact that while one group would hold that the correct action was taken yet another group would believe that the action was incorrect and this is based on individual reasoning. Stated is: "There runs a deep and wide river of information and opinion fed by many springs, from formal research projects to letters to the editor, some of which makes it way into the thinking of those with direct influence over policy." [p.15]"
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Decision-Making, 2007.
This paper discusses the advantages and disadvantages of group decision-making versus individual decision-making.
1,590 words (approx. 6.4 pages), 3 sources, APA, $ 52.95
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Abstract
This paper states that some of the advantages of group decision-making over individual decision-making is that there are more resources, the work load can be spread evenly amongst all of the members of the group and there are more diverse viewpoints. The author points out that the disadvantages of group decision-making is that the process is more time consuming, there is more pressure to conform, and there is a possibility of unfair treatment and questionable leadership. The paper concludes that the type of organization and the kind of decision to be made determine whether it is better to use a group or individual decision-making process.
From the Paper
"...it is sometimes difficult to ascertain who's the boss or the leader. Imagine there being a football team without the head coach, or a marching band without a drum major. Those things can be in existence without the head coach and the drum major, but I guarantee that those entities will not be able to stay afloat for even a short period of time. It is imperative that the group come to a general consensus about who the spokesperson or leader for the group will be. Doing this will alleviate a lot of stress and eliminate the ambiguity in the group's assignments."
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Empowerment and Group Decision Making, 2005.
Considers how empowerment and participative decision making improves the decision making process within organizations.
2,300 words (approx. 9.2 pages), 7 sources, APA, $ 79.95
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Abstract
This paper considers how empowerment and participative decision making improves the decision making process within organizations. It looks at downsizing efforts that empower workers and the benefits to the organization of participative decision making.
From the Paper
"In recent years groups have become increasingly important in the American workplace as companies move toward fewer managers, more empowered workers and away from hierarchical organizational structures ..."
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Strategic Decision Making, 2005.
This discussion investigates strategic decision-making in project management organizations, focusing on the World Bank and UNESCO.
25,514 words (approx. 102.1 pages), 45 sources, MLA, $ 249.95
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Abstract
The research explores how corporations or organizations make strategic decisions in project management. The investigation focuses on organizations such as the World Bank and UNESCO providing a comparison of these two entities. Tje paper explains how the World Bank makes special use of the project life cycle which is composed of eight phases: Country assistance strategies, identification, preparation, appraisal, negotiation and board approval, implementation and supervision, implementation and completion and evaluation. It shos how the World Bank relies on various strategies and the board of directors in the decision making process. On the other hand, the paper explains how UNESCO relies on the general conference and the bureau of strategic planning to make decisions for the organization. Project management is specialized for each project. It also includes an objective and goal for each aspect of the organization. A SWOT analysis is made for both organizations. The discussion focuses on the key factors involved in making decisions. The research indicates the importance of feasibility studies for both organizations and the success of the projects that have been implemented. The literature review discusses project management, product management, benchmarking, strategic marketing and other components of strategic planning. In addition, the research investigates strategic decision-making as it relates to human resources including team training and the characteristics of a project manager. The strategies and marketing aspects of the organizational strategies are also investigated. Finally, the discussion focuses on future studies in areas of strategic decision-making and project management.
Outline
Abstract
Executive Summary
Chapter I
Introduction of Topic
Introduction
Background
Conclusion
Chapter II
Comparison of the World Bank (International Bank) and UNESCO
Introduction
On What Basis do Corporations or Companies Make Strategic Decisions in Project Management?
World Bank (International Bank)
Strategic Decision-Making and Project Management
SWOT Analysis
Strengths
Weaknesses
Limited Scope of Operations
Opportunities
Threats
Conclusion (World Bank)
UNESCO
Strategic Decision Making
Education
Objectives
Natural Sciences
Information Systems and Communication
Objectives
Social and Human Sciences
SWOT Analysis
Conclusion (UNESCO)
Man-made Limitations
Seasonal Factors
Institutional Factors
Comparison of Feasibility Studies between the World Bank and UNIDO
UNIDO
Successfulness of Projects
Chapter II Conclusion
Chapter III
Literature Review
Introduction
Strategic Management
Project Management and Strategic Decision Making
Project Management
Strategic Decision Making
Project Managers and Project Teams
The Role of Product Innovation and Development
Creativity
Benchmarking
Strategic Marketing and Planning
Chapter III Conclusion
Chapter IV Future Studies
Introduction
Future Studies
Chapter IV Conclusion
Chapter V
Discussion& Conclusion
Introduction
Discussion
Conclusion
References
From the Paper
"Strategic Decision Making has long been a part of the corporate culture. The need for strategic decision-making became evident after World War II; this will be discussed in detail in the literature review. Strategic decision-making is also essential because most organizations are now using project teams to complete certain tasks. Therefore, the ability of managers to make strategic decisions is important. In recent years, project management has become increasingly more popular. In addition, the importance of strategic decision-making has become more prominent. The development of new ideas and concepts has led many organizations to seek out project managers to implement the new innovative projects properly. There is evidence to suggest there is a shortage of project managers, which is a reflection of the changing corporate environment. To combat this shortage of project managers many business schools have begun to offer specializations in project management."
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