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Changing a decision taken under incomplete information during the process of execution

Article Abstract:

The effect of altering a decision which was made in a situation where certain factors are unknown is examined. Modifying the decision while it is already being executed is costly. Findings indicate that there are enough conditions during the initial decision to allow the decision maker to recognize that the first decision need never be modified. A number of these conditions are dependent only on the distribution of the random variable and not on the cost function.

Economics, Research and Development in the Social Sciences and Humanities, Information theory, Information theory in economics

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Quality and structure of organizational decision-making

Article Abstract:

The models of Nitzan and Paroush from 1982 and 1984 were enlarged to account for the significance of quality and formation in decision making in organizations. Individual decision making skills have been regarded as detached from the relations of structure and organizational quality. Organizational structure and optimal decision-making standards are shown to have a direct relation. Organisational size are also shown to influence optimal quality and performance.

Group Dynamics, Human resource management, Interpersonal relations, Organizational behavior, Decision-making, Group, Group decision making

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Contestable privatization

Article Abstract:

The results of the political clash among numerous special interest groups engaged in government decision-making regarding privatization, are presented.

United States, Management dynamics, Management, Political aspects, Privatization, Privatization (Business), Company business management

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