Rational Decisions in Organisations
Theoretical and Practical Aspects
- Available for pre-order. Item will ship after February 24, 2022
Managers in organisation have to make rational decisions. Being the opposite of intuitive decision making, rational decision making is a strict procedure utilising objective knowledge and logic. It involves identifying the problem to solve, gathering facts, identifying options and outcomes, analysing them, considering all the relationships, and selecting the decision.
Rational decision-making requires support: methods and software tools. The identification of the problem to solve needs methods that would measure and evaluate the current situation. Identification and evaluation of options and analysis of the available possibilities involves analysis and optimisation methods. Incorporating intuition into rational decision-making needs adequate methods that would translate ideas or observed behaviours into hard data. Communication, observation, and opinions recording is hardly possible today without adequate software. Information and data that form the input, intermediate variables and the output must be stored, managed, and made accessible in a user-friendly manner.
Rational Decisions in Organisations: Theoretical and Practical Aspects presents selected recent developments in the support of the widely understood rational decision making in organisations, illustrated through case studies. The book shows not only the variety of perspectives involved in decision-making, but also the variety of domains where rational decision support systems are needed. The case studies present decision-making by medical doctors, students and managers of various universities, IT project teams, construction companies, banks, and small and large manufacturing companies.
Covering the richness of relationships in which the decisions should and have to be taken the book illustrates how modern organisations operate in chains and networks and they have multiple responsibilities, including social, legal, business, and ethical duties. Nowadays, managers in organisations can make transparent decisions and take into account a multitude of stakeholders and their diverse features, incorporating diverse criteria, using multiple types and drivers of information and decision-making patterns, and referring to numerous lessons learned. As the book makes clear, the marriage of theoretical ideas with the possibilities offered by technology can make the decisions in organisations more rational and at the same time more human.
Table of Contents
Part I The Human Perspective of Decision Making
1. Intuition in Decision Making: Risk and Opportunity
Frederic Adam, Eugene Dempsey, Brian Walsh, and Mmoloki Kenosi
2.The Moral Dilemmas Involved in Decisions to Respond to Physical Aggression
Ryszard Kałużny and Stanisław Stanek,
Part II The Organisational Perspective of Decision Making
3. The Model of Project Maturity In Construction Companies
Joanna Iwko and Agata Klaus-Rosińska
4. Corporate Health and Safety Performance Index as a Measure of the Level of Occupational Health and Safety Management in the Company Based on the ISO 45001 Standard
Jacek Iwko, Aneta Pisarska, and Joanna Iwko
5.The Theoretical and Practical Design Thinking Approach for Improving the Recruiting Process in Remote Human Resource Management: The Creative IT Project Implementation Case Study
Anna Sołtysik-Piorunkiewicz, Edyta Abramek
Part III Uncertainty and Pressure In Decision Making
6. Increasing the Efficiency of IT Waterfall Projects Control: Modified Earned Value Analysis Combined with Parametric Estimation
Dorota Kuchta and Stanisław Stanek
7. An Application of Decision Support Technique for Global Software Project Monitoring and Rescheduling Based on Risk Analysis
Ewa Marchwicka and Tymon Marchwicki
8. Type-2 Fuzzy Numbers in Models of Project Time Affected by Risk
Part IV Software Applied to Decision Making in Organisations
9. Socialising Decision Enactment: Living Provenance in Decision Support
10. Machine Learning Solutions in the Management of a Contemporary Business Organisation: A Case Study Approach
11. Integration of the Decision Support System with the Human Resources Management and Identity and Access Management Systems in an Enterprise
Miljenko Hajnić and Biljana Mileva Boshkoska,
Frédéric Adam is a full Professor in the Department of Business Information Systems in University College of Cork's Business School. His research interests are focused on Decision Support Systems both in business and in the medical area where he has led a number of projects aimed at developing decision support artefacts for clinicians. He has also published extensively in the ERP area. His research has appeared in the Journal of Information Technology, the Journal of Strategic Information Systems, in Decision Support Systems and in Information and Management. He is a PI in the Financial Services Innovation Centre and a founding PI in the INFANT research centre. An elected Governor of University College Cork since 2011, Frederic Adam sits on its Finance Committee.
Stanislaw Stanek is on the faculty of the General Tadeusz Kosciuszko Military Academy of Land Forces in Wroclaw, Poland.
Dorota Kuchta has over 30 years of experience as researcher, teacher and trainer in project management, operations research and managerial accounting. Her research focus are management models and methods under uncertainty, ambiguity and incomplete knowledge. She is the author of about 250 publications in these areas, published among others in such journals as Fuzzy Sets and Systems, R &D Management, Journal of Systems and Software or Journal of Multiple-Valued Logic and Soft Computing and in such publishing houses as Springer or Taylor and Francis. She has led five research projects and supervised 15 PhD theses. She is the holder of two project management certificates: Certified Project Management Associate and PRINCE2 Foundation. She has large international experience, due to several years spent in various countries as PhD student, research worker and visiting professor.