scholarly journals Leadership Styles for Foreign Operations

2005 ◽  
Vol 25 (2) ◽  
pp. 256-267
Author(s):  
Arthur Elliott Carlisle

The author discusses on the criteria to follow in choosing a style of leadership which is to be applied to foreign operations. In a country which is colonial in tradition, the authoritarian job-centered approach may be preferable. On the long run nonetheless, an organization wishing to be accepted in a foreign country can benefit enormously by using a democratic people-centered style in managerial decision making.

2010 ◽  
Vol 56 (No. 5) ◽  
pp. 201-208 ◽  
Author(s):  
M. Beranová ◽  
D. Martinovičová

The costs functions are mentioned mostly in the relation to the Break-even Analysis where they are presented in the linear form. But there exist several different types and forms of cost functions. Fist of all, it is necessary to distinguish between the short-run and long-run cost function that are both very important tools of the managerial decision making even if each one is used on a different level of management. Also several methods of estimation of the cost function's parameters are elaborated in the literature. But all these methods are based on the past data taken from the financial accounting while the financial accounting is not able to separate the fixed and variable costs and it is also strongly adjusted to taxation in the many companies. As a tool of the managerial decision making support, the cost functions should provide a vision to the future where many factors of risk and uncertainty influence economic results. Consequently, these random factors should be considered in the construction of cost functions, especially in the long-run. In order to quantify the influences of these risks and uncertainties, the authors submit the application of the Bayesian Theorem.


2007 ◽  
Vol 17 (03) ◽  
pp. 497-513 ◽  
Author(s):  
Nien-hê Hsieh

ABSTRACT:According to one prominent view of rationality, for the choice of alternative to be justified, it must be at least as good as other alternatives. Michael Jensen has recently invoked this view to argue that managers should act exclusively to maximize the long-run market value of economic enterprises. According to Jensen, alternative accounts of managerial responsibility, such as stakeholder theory, are to be rejected because they lack a single measure to compare alternatives as better or worse. Against Jensen's account, this paper argues that choosing the alternative that is at least as good as other alternatives need not preclude managers from respecting considerations in addition to long-run market value. The paper argues that such considerations may be incorporated into managerial decision-making by introducing constraints and priorities into the process of maximizing long-run market value and by allowing for “clumpy” values.


Author(s):  
O. N. Romashkova ◽  
◽  
R. S. Lomovtsev ◽  
L. A. Ponomareva ◽  
◽  
...  

2021 ◽  
Vol 119 ◽  
pp. 106730
Author(s):  
Tessa Haesevoets ◽  
David De Cremer ◽  
Kim Dierckx ◽  
Alain Van Hiel

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