جستجوی مقالات مرتبط با کلیدواژه « Decision Making » در نشریات گروه « مدیریت »

To be effective, leaders need flexible access to their whole brain. Understanding how the human brain works and knowing how to best use the logical and social brain can provide a critical course for effective leadership. The present research by investigating 30 people from government and non-government sector managers and simultaneously recording the brain waves and heart wave rhythm of these people while performing the cognitive task of evaluating the response control and risk-taking of decision-making CGT (CANTAB software) with the Procomp 2 coherence evaluation device EEG describes heart wave rhythm (HRV) based on neuroscience and neurocardiology. The findings showed that the correlation coefficient test of brain waves and heart waves in both resting and performing cognitive tasks had significant differences from each other, so that there is no similarity between the coherence of EEG and ECG in the resting state with the time of performing the cognitive task of CGT among government and non-government sector workers. was not observed. These results show that the changes in brain and heart waves of people during rest and decision time are different from each other, so that the changes in brain waves and heart waves and the cooperation of these waves with each other depend on the environmental, mental and emotional conditions of people.

This study was conducted with the aim of designing a model of decentralization (political-economic) in Iran's provinces in line with optimal governance. The current research is considered to be a developmental research in terms of its purpose, exploratory in terms of its method, and a qualitative method in terms of its data collection method.

The statistical population consists of 14 executive and academic experts who have a history of education in the field of public administration and valid scientific articles in this field. The main tool of data collection in the field section includes semi-structured interviews. The reliability of the interviews was confirmed by the method of intra-subject agreement and retesting. To analyze the data, foundation data theory was used using MaxQD software.

Based on the results of the qualitative analysis of six categories of factors including causal factors (planning, competence, and flexibility), contextual factors (accountability, public empowerment, responsibility), intervening factors (environmental decentralization), central phenomenon (political-economic decentralization), Strategies (social development, economic management, and promotion of public participation), and consequences (decentralization based on governance, efficiency and effectiveness, formation of public consensus for justice) were identified. Based on the identified components, a paradigmatic model of political-economic decentralization was developed.

Based on the obtained results, public empowerment, responsibility and accountability were identified as the basic conditions for the realization of desirable governance. The growth and development of any society and country is dependent on the efficient and favorable performance of government organizations and institutions, and accordingly, the efficient and favorable performance of the people working in these institutions and organizations.

The current research examines the relationship between personal values and decision-making with meaning and purpose in the lives of philanthropists. The philanthropists of Mashhad city have been chosen as the studied community. The type of research is fundamental and the research method is descriptive. In this research, the Schwartz personal values questionnaire, the Scott and Bruce decision-making styles, and the Crumbaugh and Maholick meaning and purpose in life were used. After collecting 148 questionnaires for sampling, a sample size adequacy test was conducted, confirming the adequacy of the sample size. Data analysis methods include descriptive statistics (frequency, mean, and standard deviation) and for testing research hypotheses, inferential statistics using Pearson correlation test and multiple regression analysis were performed using SPSS-24 software. Based on the results obtained, all main and sub-hypotheses were confirmed. The research findings in the main hypothesis showed a significant relationship between personal values and decision-making styles with meaning and purpose in life. Additionally, the two sub-hypotheses of this research indicated that there is a significant relationship between personal values (self-direction, stimulation, hedonism, achievement, power, security, conformity, tradition, benevolence, universalism) and meaning and purpose in life, and also between decision-making styles (rational, intuitive, dependent, spontaneous, avoidant) and meaning and purpose in life. Based on these findings, it can be stated that personal values influence meaningful and purposeful life, and the higher the personal values, the more they move towards social values.

The phenomenon of unreasonable escalation of commitments and decisions, well-known in organizational behavior, is where individuals, particularly managers, persist in investing in failed actions. This study aims to design a model for managing escalation of commitment in the public sector.

Design/Methodology/Approach: 

We employed a qualitative research method based on a data-driven approach. The study population included managers with experience in governmental organizations in Khorasan Razavi Province. Utilizing the saturation principle and snowball sampling method, 12 participants were selected as the sample size. Data collection involved general guidance and semi-structured interviews. Data analysis was conducted using quantitative methods and MaxQDA software.

The study reveals that the escalation model for managers' commitment in the public sector comprises several elements: causal conditions with individual, collective, and organizational factors; a central category featuring the escalation of commitment factor; a strategy with resource absorption, time application, and non-limitation strategy components; consequences including undesirable governance and performance reduction; and context with cultural factors, social factors, and environmental factors as the observer.Implications: The negative connotations of the issue and managers' fear of consequences lead them to avoid responding.

Practical Implications: 

Understanding these factors can help managers recognize and address the impacts of commitment escalation.

Innovation or Value of the Article: 

This research uniquely designs a model for managers' commitment in the public sector, highlighting the originality of this article.Paper Type: Research Paper

Insisting on commitments means persistently pursuing decisions despite negative feedback and causes a person to hesitate in removing their wrong plans. The current research is of a mixed type and has been compiled with the aim of managers' insistence on initial commitments in government organizations (causes and consequences). The research strategy in the qualitative part is foundational data theorizing and in the quantitative part, survey. The participants of the qualitative part were 12 managers with management experience in government agencies, who were selected as the sample size using the saturation principle and snowball sampling method, and in the quantitative part, all the managers of the government agencies of Khorasan Razavi province were 386. People were selected by stratified random method according to the volume. The findings include causal conditions with three components of individual, group and organizational factors; A central category with a component of insisting on commitment; Strategy with three components of attracting resources, using time and not limiting; Consequences with two components of unfavorable governance, reduced performance; contexts with two components of cultural factors and social factors; The intervention was with the component of environmental factors. The results showed that the mentioned model has the necessary validity.

The present study explained the issue of decision-making under the influence of the coherence of brain waves and heart waves based on each of the components of emotional intelligence of Mayer and Salovey, how the coherence of EEG and ECG is based on neuroscience and neurocardiology, and the decision-making styles of managers based on based on Scott and Bruce's model and presented its results. The sample of the present study was 30 managers of governmental and non-governmental organizations in the agricultural sector of Gilan province who voluntarily participated in this research and in two situations of relaxation and decision-making with Neurofeedback tool, Biofeedback Procomp 2 while running the CGT decision evaluation test of CANTAB software, brain waves and their heart waves were simultaneously recorded from the CZ area of the brain and the areas around the heart by Biograph version 6 software. The results showed the coherence of EEG and ECG waves. During rest and recognition tasks There were significant differences in different decision-making styles and emotional intelligence components, and none of the decision-making styles had a significant correlation between brain waves and heart waves in two states of relaxation and decision making.

Artificial Intelligence, as one of the most powerful new technologies, is changing processes and organizational decision-making methods. The use of artificial intelligence could fundamentally alter the conventional decision-making methods of today. The purpose of this research is to identify the drivers that affect decision-making with the help of artificial intelligence in organizations.

This study uses a qualitative and field approach. Data were collected through library resources and interviews with twenty-nine experts in the fields of technology, artificial intelligence, and organizational sciences. Thematic analysis was employed to identify key themes and influential drivers.

The data analysis led to the identification of six overarching themes and seventeen organizing themes. The basic themes include the acceptance of artificial intelligence, technological advancement, the capability to employ artificial intelligence and its limitations, industry requirements, and the extent of artificial intelligence penetration in organizations. Also, seventeen organizing themes have been identified, which are in fact influential drivers.

The results show that two categories of drivers, one related to the external environment and the other to the organization itself, are influential in decision-making in organizations with the help of artificial intelligence. These drivers demonstrate the importance of interaction between technology, organizational culture, and industrial and environmental conditions.

Providing an operational guide for the selection and implementation of learning methods in organizations as one of the tools used by managers and training professionals has a significant impact in effective knowledge transfer and optimal improvement of educational processes. The theoretical model gap in this area and the increasing demand of organizations for decision-making are the main motivations for the author's research. For its theoretical model, this mixed research employed a theoretical research method in the qualitative section and a survey method in the quantitative section. In the qualitative section, after purposeful selection of experts from among managers and training professionals (using a snowball sampling method), the main factors influencing decision-making models were determined using a semi-structured approach. The participants in this section included twelve experts, and the results of the qualitative research section were extracted using thematic analysis. For the quantitative section, the validity of the questions was first confirmed by experts using the CVR method. Following the distribution and collection of questionnaires, they were analyzed using the Kolmogorov-Smirnov test, T-test, and central indices. Afterwards, the influential factors in determining training methods and human resource development were identified. Analytical Hierarchy Process (AHP) and Expert Choice software were used for weighting these factors. The influential factors, after identification with their weight coefficients, include Audience Level (0.161), Competency Development Program Scope (0.162), Competency Coverage Level (0.139), Competency Development Objective (0.044), Cost Allocation for Competency Development (0.284), Desired Competency Development Duration (0.067), Feasibility of Learner's Real Experience with Competency Phenomena (0.076), and Desired Learning Transfer Duration (0.064). To make the findings practical and direct their practical application, the results were presented in the form of fully functional decision-making software that aims to empower the organization in decision-making.

One of the management errors of managers, which is the result of making non-optimal decisions, is strategic regret, which shows itself in the form of a Weakening of the performance, efficiency, and effectiveness of government organizations managers and causes severe damage to government organizations'. Therefore, the present study was conducted to identify and analyze the antecedents and consequences of strategic regret in the managers of government organizations using the fuzzy cognitive mapping method. The current research is exploratory in terms of the practical purpose of gathering information. Also, this research is a mixed type of research and is based on qualitative and quantitative research. The statistical population of this research includes managers of government organizations who were selected by purposive sampling and based on the principle of theoretical adequacy. The data collection tool is an interview in the qualitative part and a questionnaire in the quantitative part. The validity and reliability of which were evaluated using content validity and theoretical validity and intra-coder and inter-coder reliability methods for the interview and content validity and retest reliability for the questionnaire, respectively. Qualitative data were analyzed with "Atlas T" software and content analysis and coding method, and quantitative data were analyzed with the fuzzy cognitive mapping method. This research indicates that not having a strategic approach and thinking, being in conditions of high uncertainty, and lack of vision and short-term vision are the most important factors that cause strategic regret in the managers of government organizations. Also, increasing the atmosphere of lack of trust in managers, reducing the credibility of the organization and managers, and increasing the atmosphere of organizational pessimism were identified as the most important consequences of strategic regret in the managers of government organizations. Therefore, as a general conclusion, it should be stated that according to the findings based on the results section, the strategic regret of managers is a risky phenomenon for the organization. According to the antecedents identified in this research, managers should take into account the approach and strategic thinking so as not to fall into the trap of this phenomenon.Introduction In today's turbulent world where managers are faced with difficult ups and downs, depending on their position, they react differently to conditions of ambiguity and uncertainty; there have not been few managers who, by making wrong decisions, have caused irreparable damage to their respective organizations and caused severe regrets. Regardless of which school of thought managers follow, sometimes there are situations when managers experience strategic regret when they look at the actions they have taken and the decisions they have made. This regret can be caused by using or not using a strategy or excessive allocation of resources to realize a strategy. Therefore, based on what was said, managers of government organizations may be in a situation of strategic regret for various reasons (Mintzberg et al.,2005). It is certain that the organization's choice among several options, which is naturally influenced by the mental patterns and analyses of their top managers, will be accompanied by an opportunity cost (caused by choosing other options) for the organization. Examining this opportunity cost and looking for ways to reduce it can lead to the improvement of the strategic management process in future periods. According to the discussed topics, it is clear that between the "stages before and during strategy selection" and "stages of action, control and evaluation" in the minds of managers, events and processes occur that ultimately lead to selecting an option among the available options. It provides the context for the phenomenon of strategic regret for the organization (Azizi et al.,2015). Therefore, based on what was said, managers of government organizations may be in a situation of strategic regret for various reasons.Literature ReviewKazimieh and Malmir (2021), in research titled "Evaluating the effect of strategic regret on organizational performance with the mediating role of managers' experience, showed that strategic regret has a significant and negative effect on organizational performance and managers' experience." Shalini and Gray (2020) did an article titled Manager's Strategic Regret, Organizational Performance and the Role of Firm Adaptation. This research aims to investigate the relationship between the manager's strategic regret, the organization's performance, and the role of the company's adaptability. By examining three studies on companies, the results showed that the manager's regret has a negative effect on the organization's performance. Diecidue & Somasundaram (2017), In a research entitled Theory of Regret: A New Foundation, presented a new behavioral foundation for the theory of regret based on continuous exchange. In this theory, for the first time, regret has been seen continuously and separated from desirability.MethodologyIn terms of method, this research is mixed and based on qualitative and quantitative research. Therefore, the current research is applied in terms of purpose and terms of method; it is among exploratory research. The statistical population of the current research consists of experts, consisting managers of government organizations in Lorestan province, and 27 of them were selected as sample members using the purposeful sampling method and based on the principle of theoretical saturation. The data collection tool is in the qualitative part of the interview, whose validity and reliability were measured using content validity and theoretical validity, and intra-coder and inter-coder reliability methods. Also, the data collection tool in the quantitative section is a questionnaire whose validity and reliability have been confirmed through the content validity and retest reliability of the test. Qualitative data were analyzed with "Atlas T" software and content analysis and coding method, and quantitative data were analyzed with the fuzzy cognitive mapping method. The fuzzy cognitive map method is a method that identifies the most important dimensions of a concept by analyzing the centrality indicators and then examines the set of relationships of variables with each other through causal relationships. ResultsIn addition, the research results can be presented in quantitative and qualitative sections. The results of the qualitative part show the antecedents and consequences related to strategic regret in managers of public organizations. Based on this, the factors that cause strategic regret in the managers of government organizations are lack of strategic thinking and approach, lack of vision and short-term horizon, suffering from intellectual arthritis syndrome, use of microscopic management style and myopic management, suffering from analysis paralysis syndrome, placement In the state of cognitive fatigue and decision fatigue; they are placed in conditions of high uncertainty, delusional idea of genius and personal knowledge, use of ineffective models of decision-making, and managerial short-sightedness. Also, the consequences or consequential factors of the occurrence of strategic regret, loss of intellectual and material capital of the organization, organizational blockage and strategic impasse, increasing the atmosphere of lack of trust in the managers of the organization, the phenomenon of intellectual and mental imbalance of managers, increasing the atmosphere of organizational pessimism, inability to implement plans and The organization's strategies are jeopardizing the organizational goals, reducing the credibility of the organization and managers, the emergence of the rumination state of managers and weakening the mental well-being of managers. In addition, the results of the quantitative part of the research include the prioritization of antecedents and consequences related to strategic regret in the managers of government organizations.Discussion In today's highly dynamic, turbulent, and ambiguous environment, managers are involved in complex challenges that make decision-making a complex process for them (Boalhari et al., 2022). So they have to solve them in a short time, and this causes that sometimes their decisions are based on bias or innovative options. One of the consequences of making such decisions is the manager's regret. The issue of strategic regret in government organizations is very important in comparison with non-governmental sector organizations due to having a broad and diverse range of stakeholders. Therefore, in this research, an attempt has been made to study the factors that lead to the occurrence of strategic regret in government managers, as well as the resulting consequences.ConclusionAccording to the research, the most important antecedents of strategic regret in managers are, respectively, not having a strategic approach and thinking, being placed in conditions of high uncertainty, and lack of short-term perspective and horizon. Also, increasing the atmosphere of lack of trust in the organization's managers, decreasing the organization's and managers' credibility, and increasing the atmosphere of organizational skepticism were identified as the most important consequences of strategic regret in managers.

Considering that decision making is one of the functions of reason, every decision is of a rational type; But in the literature of this issue, rational decision-making emphasizes the general and logical steps in recognizing the problem, presenting solutions and choosing the best solution by avoiding personal taste and emotions, which is due to the limitations of its implementation. , the use of intuitive, satisfactory and limited rationality approaches have been proposed. In fact, the limitations of rational decision-making are more related to reason; Therefore, we should look for approaches to compensate for these types of limitations. Among these approaches is the use of revelation teachings that can help and guide the intellect in making decisions. In this regard, the present research seeks to achieve the decision-making framework in the Holy Quran by using the thematic research method. According to the method, thematic impressions are made from the verses related to decision making. By knowing the concept of decision-making and consulting with Quranic experts, three keywords "Azm", "Will" and "Khair" were selected, which contained 1892 verses, the main verses containing these keywords and the contexts (thematic units) of these verses. About 1,500 subject impressions were obtained in the form of 45 decision-making indicators and after summarizing, 13 indicators were obtained, which were placed in the form of input-process-output model. The input of the model is information collection indicators, decision signs, recognition of capabilities and measurement of decision consequences. The process of this model is the use of decision opportunities and decisiveness in the decision, and its output is accepting the responsibility of the decision and benefiting from the results of the decision and the worldly and hereafter results of the decision. Factors affecting this model are paying attention to the role of God Almighty in decision opportunities and surrounding the decision, as well as respecting the interests of the stakeholders and recognizing threats and dealing with them. These results have been obtained by directly referring to the Quran, which can be a step in the direction of extracting the literature of humanities and social sciences from the Quran and educational and constructive movement in people's decision making.

Science and technology foresight is a collaborative, time-consuming and complex process. These features have led governments to design and implement this process in most countries. Identifying and prioritizing key success factors in the foresight process can help better decision-making in designing and implementing foresight in the country and facilitates budget allocation and resource allocation. Therefore, this study aimed to identify and prioritize key factors for the success of science and technology foresight in Iran.

This study is an applied research from the point of view of purpose. The data were collected in two ways: library and field, and “network analysis” was used to prioritize the factors.

The results of data network analysis showed that 41 key factors affect the success of science and technology foresight in Iran. According to the opinions of the experts, the following 10 factors with a final weight above 0.30 are more important: Establishing workshops in the early stages of the foresight process (0.338), focusing on soft technologies (0.332), forming foresight team (0.329), government requirement and support (0.321), enhancing technology intelligence (0.320), technology attraction alongside technology feasibility (0.317), emerging and interdisciplinary areas (0.313), regularly foresight activities (0.311), focusing on second and third class consequences (0.303), and initial design (0.301).

Special attention to the most important key factors that have the highest final weight in network analysis is recommended to decision makers and government managers responsible for science and technology foresight process in Iran.

Military organizations are well suited to contend with the uncertainty of the operating environment and collection and analysis of large amounts of information after a natural disaster. However, due to their finely tuned decision-making processes, militaries tend to be isolated from other relevant actors in the humanitarian space, not always aware of the technologies developed to overcome the gap of information that humanitarian actors confront in face of natural catastrophes and complex emergencies. Analysis of the natural disasters that occurred in Thailand in 2004; Pakistan, 2005; Haiti, 2010; and Chile, 2010 and 2014 provide examples of best practices and lesson learned that can help improve future disaster relief operations. This is especially true when militaries are called to augment the existing civilian humanitarian response. It also highlights the prevailing role that the local Military community plays in humanitarian response. This paper highlights the need for the Military community must learn how to better incorporate their unique capabilities into the humanitarian space, and to find ways to more effectively share and assess information.

The lack of "Descriptive Models of Human Behaviour" (DMHB) is one the oldest anomalies in behavioral sciences, especially Behavioral Economics. In one side, different sciences demand for this kind of behavior models; and on the other side, modeling the behavior is as difficult as understanding human internal situations and his environmental complexity. DMHB are important because they have multi-disciplinary usage (economics, ergonomics, social psychology, management and etc…) , and also DMHB are the necessary foundations for developing prescriptivetechniques in controlling and directing human behavior. In this paper we developed new model of human behaviors. This models is identified and explained thorough the deep studies in scientific literature of DMHB and Quran text. Quran in this research is the source of idea to find DMHB; also the guide of explaining DMHB. This models is explained in a scientific standard structure as "Ideal Type of DMHB". Also, its relations to other renowned theories is discussed. The basic methodology and all the steps of this research in preparing, organizing text, studying, documentation, coding, abstraction and final conclusions are based on qualitative content analysis. Therefore, the "validity" and "Trustworthiness" of research is obtained by three criteria "Credibility", "Dependability" and "Transferability".

Decision making is one of the most important duties of managers and there has been an ongoing effort to improve this. In fact, recognizing and developing managers’ abilities and capabilities have an undeniable role in improving decision making. Hence, in the present study, the researchers investigated the impact of managers’ cognitive abilities on their strategic decision making, and how these abilities can be decisive in advancing, procrastinating or delaying and scoring the institution's grand plans. This research is a practical study in terms of purpose. The participants of the study included 10 managers of the Management and Program Organization of Ardabil province. The data was collected through a semi-structured interview and categorized using open coding and qualitative content analysis. The results revealed that management in decision-making prevents challenges and crises, and in case they occur, it alleviates them before they become insoluble and long-lasting. It was also found that the ability to solve problems accelerates the process of achieving goals in a systematic way and that creativity can help solve problems and crises with easy, low-cost and fast solutions. It can be concluded that experts’ critical thinking can address challenging issues and provide a ground for their solutions.

Outsourcing requires the handing over of production factors, resources used in doing a job, and the right to make a decision or the responsibility to make a decision. Nowadays, outsourcing can be useful and effective for the satisfaction of customers and to meet their needs and demands, therefore, on this basis, the petrochemical company has outsourced a part of its services and support factors to improve performance, reduce costs, and reform the organizational structure. In this research, the role of organizational outsourcing on the components of the balanced scorecard in Tehran Petrochemical Company has been investigated. The research method is descriptive-field and the data collection tool is using a questionnaire, and spss software and T-test are used to analyze the data. The findings show that outsourcing speeds up work, better control of activities, increases the quality of services, uses the technical skills of others, frees up capital, and saves managers' time. The results of this research show that based on the research hypotheses using the balanced scorecard model, the effectiveness of the organizational outsourcing of the petrochemical company is more in terms of growth and learning, but in terms of financial funds, internal processes and customers than growth and learning. It is not enough that it is possible to increase the effectiveness of outsourcing on these funds by forming a database, mechanism and standard indicators for choosing the right contractors, choosing the right activities for outsourcing and continuous evaluations.

Education plays a fundamental role in institutionalizing sustainable development. This research, which is a descriptive survey, seeks to identify the factors involved in sustainable development decision-making and the degree of deviation and the optimal situation in education policy. To ensure the validity of the questionnaire, in the first stage, the ambiguous points were clarified consulting the experts and in the second stage, using SPSS and the results of confirmatory factor analysis, those questions whose factor loadings had an effect on the fit of the model, were keep in the measurement model. Also, regarding convergent validity, Smart PLS was performed and the value of factors was greater than 0.4 which indicates acceptable validity. To measure reliability, both Cronbach's alpha and combined reliability test (CR) were used and in both cases, the value was higher than 0.7, indicating acceptable reliability. A combination of sampling methods, including available, purposive, snowball, and theoretical samplings was used. The statistical population consisted of all education experts and policymakers and the sample size was 70. Ten of the participants were selected as a qualitative sample for in-depth interviews and 60 people were selected as a quantitative sample. Finally, based on the output of PLS, the ranking of responsibility, future orientation, system orientation, practical skills, and individual participation, respectively, were identified as the decision-making factors of sustainable development in education policy, and it was found that there is a gap about one unit between the current and the desired situation in this regard.

The aim of the research was to identify the cognitive factors affecting managers' financial strategic decisions and to prioritize these factors. This research is based on the practical purpose, in terms of its nature and descriptive method, and it is cross-sectional in terms of time. In this research, the sample size is 30 people, the tools used in this research are questionnaire and data processing using SPSS and Expert Choice software. Qualitative analysis showed that financial strategic decisions are influenced and related to the factors of process and service performance excellence, organizational factors, individual factors and risk management and investment. Fuzzy and prioritization of the identified dimensions and components was done using the technique of network analysis process and the results showed that among the efficiency factors of processes and services, organizational factors, individual factors and risk management and investment, respectively social and legal activity , contextual factors, static rationality and the environment have the greatest impact on managers' financial strategic decisions. Among all the sub-criteria ranked in the above four criteria, social and legal activity has obtained the first rank and cognitive preparation has obtained the last rank.

Currently, the philosophers of ethics are more concerned with issues and affairs that are the focus of crises and practical problems of ethics. Applied ethics is a field of ethics that is closely related to the management and challenges of running organizations. In this research paper, the descriptive pattern of decision making in ethical challenges in the field of management is explained by using the implication research method and thematic analysis method. Therefore, four types of ethical challenges have been identified which are obtained by combining the two factors of that difficulty (vs. ease) and complexity (vs. simplicity). Research findings showed that the difficulty of making decisions in ethical challenges, rather than depending on the difficulty or ease of decision making, it comes from the complexity or simplicity of knowing the right decision. The difficulty of decision – making is also caused by the concern for jeopardizing the individual interests of the decision maker, so managers should try to turn complex and difficult challenges into simple and easy ones.