Management decisions

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  • .book is a and more importantly, a implement anyone with employees. Staff is often the Achilles heel in the clinics I manage and those owned by doctors I advise. Utilizing Dan's solid advice has allowed me to successfully manage 55 employees while opening new businesses and achieving record growth in all of them. Each and every book in Dan Kennedy's series has commanded my undivided as they should yours." Chris Tomshak, • CEO, HealthSource Inc., national franchisor of chiropractic and weight loss clinics, with over 60 offices "Dan Kennedy has done it again.

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  • This short text is the output of a desire to produce a helpful additional source for my students and from that, perhaps be of use to other similar students and managers of this subject area. After several years of working with classes on Management Decision Making, the need for a short and focused integrative text was clear to me. There are many excellent texts on both the qualitative and quantitative aspects of decision making, but few which address both.

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  • Major Influences on Clinical Decision-Making More than a decade of research on variations in clinician practice patterns has shed much light on forces that shape clinical decisions. The use of heuristic "shortcuts," as detailed above, provides a partial explanation, but several other key factors play an important role in shaping diagnostic hypotheses and management decisions.

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  • Lectures "Marketing management - Chapter 15: Designing and managing integrated marketing channels" provides students with the knowledge:  Marketing channels and value networks, the role of marketing channels, channel design decisions, channel management decisions, channel integration and systems. Invite you to refer to the disclosures.

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  • Chapter 1 introduction to financial management. After studying this chapter you will be able to: Know the basic types of financial management decisions and the role of the financial manager, know the goal of financial management, know the financial implications of the different forms of business organisation, understand the conflicts of interest that can arise between owners and managers.

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  • In spoken dialogue systems, Partially Observable Markov Decision Processes (POMDPs) provide a formal framework for making dialogue management decisions under uncertainty, but efficiency and interpretability considerations mean that most current statistical dialogue managers are only MDPs. These MDP systems encode uncertainty explicitly in a single state representation.

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  • Chapter 5 - Managerial decision making . The main contents of this chapter include all of the following: Nature of managerial decision making, managers as decision makers, effective decision making, barriers to effective decision making, group decision making, creativity in decision making.

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  • Lecture "Management - Unit 9: Decision making" content presentation: The Decision-making process, the manager as decision maker, decision making for today ’s world. Invite you to consult.

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  • Chapter 5S - Decision theory. This chapter include objectives: Outline the steps in the decision process, name some causes of poor decisions, describe and use techniques that apply to decision making under uncertainty, describe and use the expected-value approach,...

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  • Operations management is identified within the organizational chart and its role in the organization is defined. Chapter one presents a concept map and outlines the textbook chapters. The chapters are grouped by the key themes of strategic planning, project management, decision analysis, quality, supply chain management, and e-commerce.

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  • The main goals of this chapter are to: Explain capital structure choices and their impact on the MNC, describe the process of multilateral netting and its contribution to cash flow management, describe the importance of leading and lagging in cash flow management,...

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  • Chapter 1 introduces you to the field of operations management. It describes the nature and scope of operations management, and how operations management relates to other parts of the organization. Among the other important topics it covers are a comparison of manufacturing and service operations, a brief history of operations management, and a list of trends in business that relate to operations. After you have read this chapter, you will have a good understanding of what the operations function of a business organization encompasses.

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  • Chapter 5S - Decision theory. In this chapter include objectives: Describe the different environments under which operations are made, describe and use techniques that apply to decision making under uncertainty, describe and use the expected-value approach, construct a decision tree and use it to analyze a problem, compute the expected value of perfect information, conduct sensitivity analysis on a simple decision problem.

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  • Chapter 1 - The management process today. After completing this unit, you should be able to: Describe what management is, why management is important, what managers do, and how managers utilize organizational resources efficiently and effectively to achieve organizational goals; distinguish among planning, organizing, leading, and controlling (the four principal managerial tasks), and explain how managers’ ability to handle each one can affect organizational performance;...

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  • Chapter 2 - Values, attitudes, emotions, and culture: The manager as a person. After completing this unit, you should be able to: Describe the various personality traits that affect how managers think, feel, and behave; explain what values and attitudes are and describe their impact on managerial action; appreciate how moods and emotions influence all members of an organization;...

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  • Chapter 3 - Managing ethics and diversity. The main goals of this chapter are to: Illustrate how ethics help managers determine the right way to behave when dealing with different stakeholder groups, explain why managers should behave ethically and strive to create ethical organizational cultures, appreciate the increasing diversity of the workforce and of the organizational environment,...

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  • Chapter 4 - Managing in the global environment. After reading the material in this chapter, you should be able to: Explain why the ability to perceive, interpret, and respond appropriately to the organizational environment is crucial for managerial success; differentiate between the global task and global general environments; identify the main forces in both the global task and general environments, and describe the challenges that each force presents to managers;...

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  • Chapter 5 - Decision making, learning, creativity, and entrepreneurship. The learning objectives for this chapter include: Understand the nature of managerial decision making, differentiate between programmed and nonprogrammed decisions, and explain why nonprogrammed decision making is a complex, uncertain process; describe the six steps that managers should take to make the best decisions, and explain how cognitive biases can lead managers to make poor decisions;...

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  • Chapter 6 - Planning, strategy, and competitive advantage. After reading the material in this chapter, you should be able to: Identify the three main steps of the planning process and explain the relationship between planning and strategy, differentiate between the main types of business-level strategies and explain how they give an organization a competitive advantage that may lead to superior performance, describe the vital role managers play in implementing strategies to achieve an organization’s mission and goals.

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  • Chapter 7 - Designing organizational structure. The main goals of this chapter are to: Identify the factors that influence managers’ choice of an organizational structure; explain how managers group tasks into jobs that are motivating and satisfying for employees; describe the types of organizational structures managers can design, and explain why they choose one structure over another;…

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