Strategy Techniques for the Times of High Uncertainty
This article analyses the capacity of healthy patients for decision making based on the mechanism of the emotional learning (Damasio’s somatic marker hypothesis). The relation of this mechanism to the perception of the emotionally significant situations in real life and the use of emotions in cognitive control is estimated. The dependence of the emotional learning on parameters of the executive functions is considered. The influence of propensity to risk and impulsiveness on the decision making is analyzed. The following methods are used: the International Game Technology (IGT), the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT), the Wisconsin Card Sorting Test (WCST), the D-KEFS Color-Word Interference Test, the Barratt Impulsiveness Scale (BIS-11), the questionnaire “Impulsiveness 7” (I7). 95 people were involved in the study. The connection of the decision making in uncertainty which estimates with the International Game Technology (IGT), with the emotional processes is demonstrated. It is shown that the decrease of the regulatory functions, such as the inhibition of the irrelevant answers and the control of the result of their own actions, is connected to the decreasing of the capacity for decision making in uncertainty. The personal features (the interest to the complex problem solving and the focusing on the future) are connected with better decision making in uncertainty. By the persons with risk propensity the learning occurs later on the basis of emotional experience. High level of the capacity for planning and self-control is connected to the features of the emotional decision making.
Purpose – The purpose of this paper is to address issues related to organizational design and strategy fit by examining the “strategic stretch” that occurs when there exists a mismatch between an organization’s structure and firm-level strategy. Design/methodology/approach – The paper contains a discussion of relevant issues and a presentation of research that considers the relationship between organizational design, strategy selection, and the competitive environment within which a firm operates. This research includes an analysis of a survey of top managers and an evaluation of organizational design and firm strategy to determine the existence of strategic misfit. Findings – Misfits in strategy and structure exist because of Russian managerial proclivity to maintain direct control through centralization of all strategic formulations and because of high risk-taking behaviors of Russian managers. While organizational inertia is a clear driver of organizational structure, cultural inertia also exists and, in the case of Russian organizational design, societal organizational culture drives strategy misfits. Practical implications – An understanding of strategic misfits is crucial for managers so that they may recognize these disconnects early and make improvements as market or firm conditions changes. The results of the analysis of Russian firms suggest that in designing efficient organizations, greater attention should be placed on the specific impact of societal organizational culture. In addition, practitioners in organizational design consulting positions should make clear, whenever they attempt to eliminate misfits between existing structures and current strategies, the need to develop effective stretch for implementation of intended strategies. Originality/value – The paper provides a unique application of the connection of strategy and organizational design under conditions of extreme uncertainty. This paper also extends the analysis of organizational design and strategy to firms operating in emerging markets. Rapid changes in dynamic, emerging markets provide fertile testing grounds for management theory and practices; this paper examines a unique set of empirical evidence.
This paper gives a way of analyzing decisions in the case of unknown utility function, or more precisely, when we know only a linear order on an income space. It is shown that in this situation, decisions and corresponding probability measures are partially ordered, and this order is identical to the inclusion relation of comonotone fuzzy sets. It enables us to use inclusion indices of fuzzy sets to analyze the comparability of decisions. To do this, we introduce an inclusion index having properties, which are close to ones of the classical expected utility.
At present many industries reveal tendency for setting up of vertically integrated companies (VIC) the structure of which unites all technological processes. This tendency proved its efficiency in oil industry where coordination of all successive stages of technological process, namely, oil prospecting and production -oil transportation - oil processing - oil chemistry - oil products and oil chemicals marketing, is necessary. The article considers specific features of introduction of "personnel management" module at enterprises of oil and gas industry.
vertically integrated companies; personnel management
портовый менеджмент, показатели деятельности, анализ эффективности, система учета, распределение издержек, методы анализа деятельности портовой системы