| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "QUANTITATIVE DECISION MAKING": |
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Qualitative Decision-Making, 2008.
An examination of qualitative decision-making at Eclipse Technologies Limited.
2,148 words (approx. 8.6 pages), 5 sources, MLA, $ 67.95
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Abstract
This paper explains that many companies have now embraced a decision-making process that is not solely dependent on financial statistics, but will add more to the company than profits. The paper further explains that, although, quantitative factors will continue to be important, more companies are engaging in analyses that focus on human resources, economic factors that affect demand and supply, and quality measures. The paper then looks at how this approach applies to Eclipse Technologies.
Outline:
Incremental Cost Analysis
Non-Financial Factors for Eclipse Technologies
The Role of Technology at Eclipse Technologies Limited: A Qualitative Assessment
Demand and Supply Characteristics: Understanding the Market/Consumer Structure
Human Resource Model for Eclipse Technologies Limited
Why Focus on the Strategic Development of Employee Loyalty?
Total Quality Management
Conclusion: Qualitative Versus Quantitative Factors
From the Paper
"Technological advancements have allowed communication and information technology to cost less and be more efficient to market and produce goods. As such Eclipse Technologies should consider efficiencies related to technology, that are not related to the financial aspects, that is, there has to be an evaluation related to the supposed benefits of technology and how they impact operations based on the choices to expand the Nass operations or to establish a new operation in Lisbon."
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Quantitative Decision Making, 1997.
Examines process of decision making about probable future occurrences based on objective data & subjective insight, using Bayesian statical analysis.
2,250 words (approx. 9.0 pages), 8 sources, $ 79.95
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From the Paper
"INTUITION, EXPERIENCE, AND QUANTITATIVE DECISION-MAKING
Introduction
Quantitative decision-making is thought of most often as an objective exercise based only on the cold analysis of verifiable hard facts. Intuition and even experience tends to be excluded from quantitative decision-making on the grounds that such information is subjective in character, and, thus, has no role in quantitative analysis.
Quantitative decision-making is based in large part on the ability of decision-makers to make inferences about the probabilities of occurrence of future events from the analyses of objective data (Markowitz and Xu 60-69). One means of improving probability estimates in such predictions, however, is the application of Bayes? Theorem (Peebles 17-19). Classical .."
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Quantitative Analysis, 2005.
This paper is a project discussing the use of quantitative analysis for decision making in business.
3,375 words (approx. 13.5 pages), 3 sources, $ 133.95
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Abstract
The paper notes how quantitative methods of various sorts are applied to business in order to decide how to proceed for major projects. The paper explains that, however, such methods should be part of the business process at all times because quantitative analysis is valuable for daily business decisions as well and also maintain the data that is then required when the business has to make what might be called a special decision, or one out of the ordinary.
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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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Decision-Making, 2002.
An examination of the three major theories decision-making.
2,650 words (approx. 10.6 pages), 10 sources, $ 97.95
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Abstract
This paper provides an examination of the modern theories of decision- making. In this paper, the term decision-making refers to the process of achieving a desired outcome or outcomes through a group, rather than through the motions of an individual or a group. The implication of an analysis of group decision- making process is therefore extremely useful in respect to business strategies and social dynamics. This paper examines the decision- making process through addressing the origins and history of decision- making, as well as three specific examples of decision- making.
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PMI Decision-Making Tool.
This paper discusses Edward de Bono's Plus/Minus/Interesting (PMI) decision-making technique, which can help managers to effectively improve their decision-making.
1,015 words (approx. 4.1 pages), 5 sources, APA, $ 35.95
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Abstract
This paper explains that planning using the PMI technique (1) gives managers a standard of measurement, thus allowing managers to determine if goals are being met; (2) helps managers to transform values and beliefs into specific coherent actions; and (3) allows limited resources like budgets and human resources to be committed in the most efficient manner. The author points out that, in the PMI technique, the T-chart is divided into three sections: plus (good points), minus (negative points), and interesting sections (points that are neither specifically good nor bad, but applicable, interesting, or have extended implications for the decision). The paper relates that the PMI may not be especially useful when a manager has few or no prejudices regarding a specific decision and already has a broad and nonjudgmental understanding of the problem; when a manager has strong existing biases, the PMI is especially useful.
From the Paper
"Small and large businesses, for profit and non-profit organizations, high technology and manufacturing businesses all require good decisions to be viable and successful. Further, in today's fast-paced and complex business environment, managers are often faced with difficult and sometimes seemingly unsolvable problems. As such, managers require decision making tools and techniques that are effective across a wide variety of situations. The Plus/Minus/Interesting (PMI) decision-making technique is one of most valuable and simple tools that managers can use to make effective decisions. Developed by Edward de Bono in his 1982 book, de Bono's Thinking Course, the PMI is essentially a thinking tool (PMI Edward de Bono's) that amplifies and improves on the common pro and con lists that many people devise."
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Strategic Decision Making, 2007.
This paper investigates how senior management influences peers to adopt cultural change within a decision-making context.
5,854 words (approx. 23.4 pages), 7 sources, MLA, $ 140.95
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Abstract
The paper reveals that the strategic decision-making process is an essential part of the success of a company. The paper looks at factors such as risk tolerance and cultural background that influence the decision. The paper explains that risk tolerance is used to measure how many risks a business is willing to assume in the carrying out of organizational goals. The paper explores the role that cultural background plays in the decision-making process and shows how in certain cultures, the decision-making process can almost be predicted based on the cultural norms of the society. The paper concludes that that risk tolerances and cultural background influence the decision- making process of senior managers.
Outline:
Introduction
Strategic Decision Making and its Importance
Risk Tolerance
Cultural Background
Conclusion
From the Paper
"Strategic decision making is what separates successful companies form companies that are not successful. At every level of management that are decisions that must be made to ensure that the company is performing in the manner that it is capable of. With this being understood senior mangers have a unique responsibility in that the decisions that they make impact the decisions that lower level managers make which in turn affects the performance and direction of an entire company. As a result of this cause and effect relationship it is also essential that the strategic decisions that are being made are in congruence with the strategic goals and objectives that have already been established by the company."
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Non-Profit Organizations and Decision-Making, 2008.
An analysis of decision-making and leadership skills in a non-profit organization.
3,507 words (approx. 14.0 pages), 22 sources, APA, $ 98.95
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Abstract
This paper analyzes how better decision-making can assist non-profit organizations. It discusses the areas of systems thinking, action research and intergovernmental relations with respect to decision making in non-profit organizations. The paper then looks at these issues in terms of theory, research and practice for the organizations.
Outline:
Action Research And Decision Making
Decision Making And Systems Thinking
Leadership
Conclusion
From the Paper
"Additionally, evaluating systems or taking action based on the results of research supports the function of the organizational leader as a "hands-on" element of the company. When the leader is also a manager, this "hands-on" approach is supported by a thorough understanding of the issues that impact non-profits and the resolutions that may be required to achieve the optimal results. The research indicates, therefore, that throughout the business world leaders are a significant factor in the success of the organization. In the non-profit sector, however, manager-leaders are preferred because of the combination of professional traits that will support the ability to overcome obstacles identified in relation to the organization. The research also indicates that two important functions of leaders are to facilitate action in response to issues and to motivate stakeholders to support those actions on a continual basis. Both action research and systems thinking allows effective manager-leaders to take action that leads to accurate decisions, while at the same time ensuring that there is widespread support of those decisions by all organizational entities."
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Quantitative Restrictions and Article 28 EC, 2003.
A discussion on the meaning of the term ?measures equivalent to a quantitative restriction? for the purposes of Article 28 EC.
2,703 words (approx. 10.8 pages), 9 sources, MLA, $ 81.95
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Abstract
This paper examines Article 28, while appearing relatively clear on first reading, has proved problematic and therefore produced a string of case law and discussion, which continues on today. It looks at how, in order to define the term ?measure equivalent to a quantitative restriction,? (MEQR) one needs to trace the problems and decisions arising from this issue and discusses it in three different sections. It begins with the definition of an MEQR as it stood in the cases prior to Keck and Directive 70/50 and then explores the changes created by the decision in Keck and other cases which followed this judgement. Finally, it examines decisions post Keck and the fact that they have largely regressed to the decisions taken before this case.
From the Paper
"MEQR?s can essentially be split into two categories; those that directly or indirectly discriminate against imported goods, and those that are ?indistinctly applicable? to the sphere of Article 28. In the former category, one of the bigger decisions is that of Dassonville , which continued to be used in many subsequent cases. The case concerned a Belgian law stating goods bearing a designation of origin must be accompanied by a certificate from the government of the exporting country certifying their right to that designation. Dassonville were a French company who exported Scotch Whiskey and they appealed that it would be very difficult for third party exporters to obtain such a certificate in respect of goods already in free circulation in the third country. The ECJ upheld the Dassonville appeal, stating that the law would impose a greater burden on those seeking to import goods into Belgium, and would therefore hinder free movement, and is consequently a MEQR as prohibited by the Treaty."
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Emotions and Feelings in the Decision Making Process, 2001.
The role of culture, emotions and feelings in the decision making process as defined by the consumer psychology paradigm.
4,632 words (approx. 18.5 pages), 15 sources, $ 119.95
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Abstract
This essay explores the emotions and feelings in the decision making process. It does this by first defining what is meant by the decision making process. It then looks at emotions and feelings in consumer psychology, relating how this impacts on the decision-making process. The essay also views the role of these emotions and feelings in the decision-making process in the South African context, and discusses various ways in which emotions and feelings can be used in a marketing strategy to enhance marketing communication (i.e.: the combination of advertising, the sales force, public relations, packaging and any other technique in which that the company provides itself and its products) and a company?s total product (i.e.: the entire set of characteristics involved in the marketing strategy).
From the Paper
"The most perverse and influential assumption in consumer behavior research is that a decision making process precedes purchases (ie: that the consumer goes through a complex process of deciding what and where to purchase, before the actual purchasing itself). Many definitions of the decision making process exist, but most agree that two or more actions occur within it and, therefore, choice must occur. In addition, individual consumer?s ?evaluative criteria? facilitate the forecasting of each alternative?s consequences for the consumer?s goals or objectives. Further, the chosen alternative is determined by an evaluative procedure, and information sought from external sources or retrieved from memory is processed in the application of this evaluation process (Olshavsky & Granbois, 1991). Interestingly, there is evidence that a significant proportion of purchases may not be preceded by a decision process, and that for many purchases, a decision process never occurs."
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Decision Making in the Workplace, 2004.
Evaluates different deployments of the rational and organizational decision making approaches in the same workplace scenario.
937 words (approx. 3.7 pages), 2 sources, APA, $ 33.95
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Abstract
One of the key aspects to being a good manager is being a good decision maker and a good facilitator of decision making between others. However, although this statement may seem to be a cliche, like so many cliches about demonstrating strong leadership and business acumen, it bears a certain level of scrutiny when put into real world terms. This paper asks what happens when one must negotiate and mediate in the real world. It shows that, in these cases, there are two dominant paradigms every business manager must take into consideration, namely, what is economically feasible and good business sense, and what is ethically coherent with the company?s philosophy and American law. This paper applies two available decision making models that satisfy both of these aspects, the rational actor decision-making model and the organizational processes decision-making model.
From the Paper
"In other words, quite often decision making in the work force cannot presume that all conflicts have a rational basis, or that all mediate decisions made thusly can simply regard the quantitative and qualitative data that may be at the roots of a particular conflict. Decisions may ideally come from identifying relevant criteria, cause and effect beliefs, and different evaluations of proposed alternatives. However, if even from a purely rational basis conflict may result in all three areas, when conflicts in the workplace assume because of long-standing tensions, human resource management becomes even more difficult in achieving decisions that are mutually amicable for all parties."
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Policy Making, 2001.
An analysis of the correlation between policy making and public opinion and suggestions for strengthening the link.
1,250 words (approx. 5.0 pages), 3 sources, APA, $ 42.95
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Abstract
This paper analyzes and examines the nature of policy making and public opinion. Part II discusses the various steps involved in the policy making process. In Part III, the nature of public opinion and the question of whether public opinion provides a sound basis for national policy making are examined. Lastly, this paper concludes with recommendations for strengthening the relationship between policy making and public opinion.
From the Paper
"Thomas Jefferson once said, ?The good sense of the people will always be found to be the best army.? While this populist idea may be debatable, there can be little doubt that public opinion is an important and powerful tool in our information-age democracy. Policymakers are influenced by several factors, including constituents, lobbyists, political parties, public opinion, and special interest groups. However, the exact nature and scope of the relationship between policymaking and public opinion is neither direct nor simple."
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