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Rational Decisions in Organisations: Theoretical and Pracitcal Aspects

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Managers in organisations must make rational decisions. Rational decision making is the opposite of intuitive decision making. It 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 must be taken, the book illustrates how modern organisations operate in chains and networks; they have multiple responsibilities, including social, legal, business and ethical duties. Nowadays, managers in organisations can make transparent decisions and consider 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.

Author(s): Frédéric Adam, Dorota Kuchta, Stanisław Stanek
Publisher: CRC Press/Auerbach
Year: 2022

Language: English
Pages: 246
City: Boca Raton

Cover
Half Title
Title Page
Copyright Page
Contents
Introduction
Editors
Contributors
Part I: The Human Perspective of Decision Making
Chapter 1. Intuition in Decision Making – An Investigation in the Delivery Room
1.1 Introduction
1.2 Researching Human Decision Making
1.2.1 Rational or Not
1.2.2 Thinking Slow and Thinking Fast - Where Intuition Fits
1.2.3 Unit of Analysis
1.2.4 Decision-Making Process - From Recognition to Intervention
1.2.5 Recognition Primed Decision Making
1.3 Research Method and Case Sampling
1.3.1 The Delivery Room Decision Making Scenario
1.3.2 Our Empirical Study
1.3.3 Data Coding and Analysis
1.4 Description of the Five Cases
1.4.1 Case 1
1.4.1.1 Overview of the Case and Care Dispensed
1.4.1.2 Analysis of Inputs and Outputs in the Decision Process
1.4.2 Case 2
1.4.2.1 Overview of the Case and Care Dispensed
1.4.2.2 Analysis of Inputs and Outputs in the Decision Process
1.4.3 Case 3
1.4.3.1 Overview of the Case and Care Dispensed
1.4.3.2 Analysis of Inputs and Outputs in the Decision Process
1.4.4 Case 4
1.4.4.1 Overview of the Case and Care Dispensed
1.4.4.2 Analysis of Inputs and Outputs in the Decision Process
1.4.5 Case 5
1.4.5.1 Overview of the Case and Care Dispensed
1.4.5.2 Analysis of Inputs and Outputs in the Decision Process
1.5 Discussion
1.6 Conclusions and Further Research Steps
References
Chapter 2. The Moral Dilemmas Involved in Decisions to Respond to Physical Aggression
2.1 Introduction
2.2 Theoretical Underpinnings
2.3 Methodological Underpinnings
2.4 Findings
2.5 Practical Applications
2.6 Conclusions
Notes
References
Part II: Organisational Perspective of Decision Making
Chapter 3. Maturity Evaluation in Construction Companies Based on Case Study Research and Fuzzy Set Theory
3.1 Introduction
3.2 Review of the Literature on Project Maturity
3.3 Research Methodology
3.4 Research About the Model of Project Maturity in a Selected Construction Company
3.4.1 General Overview About Project Maturity Model Used in Research
3.4.2 Project Maturity in a Selected Construction Company
3.4.2.1 Preliminary Information About the Company
3.4.2.2 Measurement of Project Maturity in a Selected Construction Company
3.4.2.3 Application of Fuzzy Numbers in the Model
3.5 Conclusions
Acknowledgements
Note
References
Chapter 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
4.1 Introduction
4.2 Occupational Health and Safety Management
4.3 OH&S Management System
4.4 Corporate Health and Safety Performance Index (CHaSPI)
4.5 Research on the Integrated OHS Management Index in a Selected Production Company
4.5.1 The Integrated OHS Management Index Analysis
4.6 W1 Indicator - Health and Safety Management
4.7 W2 Indicator - Accidents at Work
4.8 W3 Indicator - Sickness Absence
4.9 W4 Indicator - Health Protection at Work
4.10 W5 Indicator - Serious Failures and Events that May Cause Them
4.11 Conclusion
Notes
References
Chapter 5. The Theoretical and Practical Design Thinking Approach in IT Project – The Remote Human Resource Management System Case Study
5.1 Theoretical Background
5.2 Integration of Design Thinking Methods into the IT Project Life Cycle
5.3 The Human Resources Management (HRM) Models Review
5.4 The Online Recruiting Model in Remote Human Resources Management
5.5 The Users' Needs Analyzes of Online Recruiting System in the Context of IT Company Example - Case Study
5.6 Discussion
5.7 Conclusions
References
Part III: Uncertainty and Pressure In Decision Making
Chapter 6. Increasing the Efficiency of IT Waterfall Projects Control: Modified Earned Value Analysis Combined with Parametric Estimation
6.1 Introduction
6.2 Parametric IT Project Estimation Methods
6.3 Basic Information about Earned Value Method
6.4 Critics of the Current Situation in Waterfall IT Projects Control and Proposal of a Modified Approach
6.5 Case Study
6.5.1 Characteristics of the Studied Project
6.5.1.1 Preparation of Production
6.5.1.2 Supply
6.5.1.3 Production Planning
6.5.1.4 Production Implementation
6.5.1.5 Warehousing and Trade
6.5.1.6 Quality Analysis and Control
6.5.1.7 Customer's Portal
6.5.2 Project Outcome
6.5.3 Implementation Analysis
6.6 Conclusions
Note
References
Chapter 7. An Application of Decision Support Technique for Global Software Project Monitoring and Rescheduling Based on Risk Analysis
7.1 Introduction
7.2 Related Literature
7.2.1 Decision Support Systems for Risk Management
7.2.2 Iterative Risk Management
7.2.3 Risk Management in Global Software Projects
7.2.4 Risk Management Literature Summary
7.2.5 Principal Component Analysis (PCA) Context
7.3 Decision Support Technique
7.3.1 Research Methods
7.3.2 Application Area
7.3.3 Basic Features of the Technique
7.3.4 Updated Elements of the Technique
7.3.5 Overview of the Technique
7.3.6 Stage 4 - Generating Alternative Schedules
7.3.7 Stage 5 - Calculating WPS Measures on Activities
7.3.8 Stage 6 - Principal Component Analysis
7.3.9 Stage 7 - WPS Ranking
7.4 Use Case Setting
7.4.1 Research Design
7.4.2 Researched Project Characteristics
7.4.3 Data Collection
7.4.4 Additional Assumptions
7.5 Results
7.5.1 Step 1 - Simulations Based on Data Available When Starting Project
7.5.2 Step 2 - Updated Project Schedule When Deadline was Reached
7.5.3 Step 3 - Simulations when Deadline was Reached
7.5.4 Discussion
7.6 Summary
References
Chapter 8. Type-2 Fuzzy Numbers in Models of Project Time Affected by Risk
8.1 Introduction
8.2 Basic Notions
8.3 Analysis of the Duration of a Project
8.4 Example
8.5 Case Study
8.6 Conclusions
Acknowledgement
References
Part IV: Software Applied to Decision Making in Organisations
Chapter 9. Socialising Decision Enactment: Living Provenance in Decision Support
9.1 Introduction: Transaction Provenance as a Basis for Supporting Decision Enactment
9.2 Experiencing the Need to Socialise Decision Enactment
9.3 The Context for the Enactment of the Flouri Decision
9.4 The Flouri Decision
9.5 How All Sides Benefit from Participation in Flouri
9.5.1 Individual Coffee Growers
9.5.2 Local Coffee Growers' Cooperatives
9.5.3 The Flouri Hub: Raw Coffee Company in Dubai
9.5.4 Shipping Agents Located in Ports in Peru and Colombia
9.6 The Silubi.io Multisided Trading, Provenance Building and Authentication Platform Supporting Flouri
9.7 Transactions in the Flouri Ecosystem Supported by SIlubi.io
9.7.1 Transferring Ownership of Goods in the Private Domain
9.7.2 Transferring Privately Owned Goods into Public Ownership
9.8 Modelling and Structuring Provenance with the Aid of Silubi.io
9.9 Living Provenance
9.10 PROFLOURI: A Study of the Flouri "Proof of Value" Use Case
9.10.1 The Context for PROFLOURI: CAC Pangoa Coffee Growers Collective
9.10.2 Current Position of CAC Pangoa in Regard to PROFLOURI
9.11 Ensuring Safe and Secure Transportation and Payment for Transacted Goods
9.11.1 Advantages of Employing a Smart Transitive Token (Provenance Backed Economic Coin) as the Payment Unit within SIlubi.io
9.12 Pilot Implementation within PROFLOURI of a Living Provenance Certification and Assurance Scheme
9.13 Support Provided by the PROFLOURI Expertise and Innovation Promotion App
9.14 Conclusion
9.14.1 Three Layers of Living Provenance Supporting Decision Enactment
9.14.2 Functions and Capabilities that are Implemented in the Representation Layer
9.14.3 Functions and Capabilities that are Implemented in the Synthetic Layer
9.14.4 Functions and Capabilities that are Implemented in the Socialising Layer
Notes
References
Chapter 10. Machine-Learning Solutions in the Management of a Contemporary Business Organisation: A Case Study Approach in a Banking Sector
10.1 Introduction
10.2 The Characteristic, Construction, and Advantages of Machine-Learning Solutions Application
10.3 Review of Practical Examples and Researches
10.4 Case Study Methodology and Analysis
10.4.1 Case Study 1
10.4.2 Case Study 2
10.4.3 Case Study 3
10.4.4 Case Study 4
10.4.5 Case Study 5
10.5 Conclusions
References
Chapter 11. Integration of the Decision Support System with the Human Resources Management and Identity and Access Management Systems in an Enterprise
11.1 Introduction
11.2 Methodology
11.2.1 BPM Documenting
11.2.2 BPM Simulation
11.2.3 Analyzing Results
11.2.4 BPM Improvement
11.3 Use Case
11.4 Results
11.4.1 Initial BPM Simulation Parameters
11.4.2 Results of Initial BPM Simulation
11.4.3 Implementing a DEX Model into DSS
11.4.4 Integration of DSS and HRM
11.4.5 Integration of HRM and IDAM
11.5 Discussion
11.6 Conclusion
Acknowledgement
Notes
References
Conclusions
Index