Selection of robots from the several proposed alternatives is a very important and tedious task. Decision makers are not limited to one method and several methods have been proposed for solving this problem. This study presents Polygons Area Method (PAM) as a multi attribute decision making method for robot selection problem. In this method, the maximum polygons area obtained from the attributes of an alternative robot on the radar chart is introduced as a decisionmaking criterion. The results of this method are compared with other typical multiple attribute decision-making methods (SAW, WPM, TOPSIS, and VIKOR) by giving two examples. To find similarity in ranking given by different methods, Spearman's rank correlation coefficients are obtained for different pairs of MADM methods. It was observed that the introduced method is in good agreement with other well-known MADM methods in the robot selection problem.
Social Responsibility of Organizational Management is the responsibility of every manager. Because, Organizational Social Responsibility (OSR) functions as a built-in, self-regulating mechanism whereby business monitors and ensures its active compliance with the spirit of the law, ethical standards, and international norms. An approach for OSR that is becoming more widely accepted is a community-based development approach. In Organizational Social Responsibility Approach (OSRA), corporations work with local communities to better themselves. In addition, Managerial Social Responsibility (MSR) is the responsibility of every manager for his/her actions. It is morally binding on everyone to act in such a way that the people immediately around them are not adversely affected.For this reason, Organizational Social Responsibility Policy (OSRP) functions as a built-in, self-regulating mechanism.
The purpose of this study is to measure the ability of management within the cement industry with a new pattern that has been a member of the Iranian stock exchange. With regard to this matter, the data of companies' financial statements from 2012 to 2016 were used. First, by implementing a suitable model and regional data envelopment analysis model, relative efficiency for each of the companies was calculated and the capable units have been ranking by Anderson-Peterson method as well, then a regression model was estimated. The indexes of company management abilities were calculated. To evaluate the relative efficiency optimization software GAMS and to determine the ability of management software E-Views were used. Our purpose was to achieve the non-inherent ability of managers in units. The result of the research shows that the efficiency or inefficiency of the companies can be related to the inherent and acquired ability of managers. The results indicate that companies that have been evaluated with a score productively, don't simply guarantee of the elevated ability of their managers (for example, Iran Chalk Co. & Ardabil Cement Co.). The ability of some companies' managers who ABOUT THE AUTHORS
Making a difference in organization or creating the very best product or service on the market or simply doing something loves to do. Furthermore, it seems that the emphasis on organizational empowerment as structure, and systems has not yielded the desired results as some of the companies where these variables have been changed, after sometime, went back to experiencing declining performance. It is therefore obvious that more research needs to be done to identify characteristics that enhance organizational performance. Implementing good environmental and organizational practices is good organizational business it can give a competitive advantage. This article attempts to explain the organizational business interest by patterns of thinking. Organizations use organizational resources as the basic ingredient for all that is required for their operations. They are therefore eager to maintain and improve the quantity of expendable organizational resources by not only resources utilization, but by also identifying, nurturing and maintaining characteristics that promote organizational performance. The key to organization success is having a organizational business interest in place. Whether organization is about to launch a start-up or organization have been in organizational business for years, organizational business' direction is guided by your organizational business interest. In spite of this general awareness, such long-term organizational business, strategic-level interest of organizational business has been lacking in most organizations.
<p>The importance of strategic, long-term policy and organizational qualitative welfare social is very clear to planners. Organizational development managers like to follow a similar and routine organizational development behavioral pattern. The aim of the study was to study about the impact of organizational qualitative welfare social strategy on creating a sustainable competitive advantage in the quality system audit. The current study was based on empirical approach. This article attempts to explain the organizational qualitative welfare social by quality system audit by patterns of thinking. This paper reviews organizational qualitative welfare social and organizational development measurement literature. However, this study concluded that the performance of the organization is highly affected by its organizational qualitative welfare social strategy and developed manager’s creativity. In organizations, where an organizational qualitative welfare social exists, the preparation of the organizational development managers may have been driven by external forces.</p>
The organizations, that are decisive for attaining market share, adopt renovation techniques, by implementing marketing strategies such as competition for lower price, promotion, confrontation with channels of distribution or simulation of competitors' acts and products. Competitive renovation is a response to opportunities, whereas competitive aggressiveness is a reaction to threats. This paper focuses on organizational renovation by competitive strategic approach implemented in high-performance organizations. It is argued that organizational empowerment has resulted in rapid diffusion of high performance practices Strategic approach especially those organizations functioning in the international area. The form and renovation of an organization's Competitive strategic approach can affect employee motivation levels in several ways. Organizations can adopt various strategic approach practices to enhance employee satisfaction. Recognizing the importance of strategic approach in achieving flexibility in an international context expands the types of research questions related to the role of strategic approach functions in organizational performance, such as selection of competitive strategic approach, training, and compensation and performance appraisal.
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