Planning and Decision Making

Considerable attention has been focused on the kind of motives which drive the decisions and choices of individuals in a work setting. An influential model of motivation was the "scientific management" movement of F. W. Taylor (1911) which viewed motivation largely in terms of rational individual decisions to maximize financial gain. This theory claimed that workers only wanted to make as much as possible for as little effort as possible, and that they were neither interested in, nor capable of planning and decision- making. 

Southerland MT, Stribhng JB. 1995. Status of biological criteria development and implementation. In Davis WS, Simon TP, editors. Biological assessment and criteria tools for water resource planning and decision making. Boca Raton (FL) Lewis Pubhshers, p. 81-96. 

Carrying out a costings exercise over a fixed period provides information needed by the farmer on recent production costs this can be used in planning and decision-making on issues such as ... 

Product profiles frequently tend to describe an ideal or almost ideal product, because this is much easier and less controversial to define. In order to become a meaningful base for planning and decision making, the essential product characteristics in a product profile should be described as minimum criteria which define what must be achieved and where the product must not fall short. Only minimum criteria are useful to define potential milestones for the development plan which in turn are used as an objective guide for decisions to continue a project or to abandon it, if the milestones cannot be achieved. Desirable goals for further improvements can be added where appropriate. 

Given this situation, it seems advisable to develop another approach to planning and decision-making that could more adequately take into account these realities. Such an alternative approach would not be based on an exhaustive understanding of all variables. Rather, an alternative method could be based on the discovery, and disciplined use of, principles by which sustainability-oriented decisions -such as the selection and management of materials - are determined upfront and upstream, or at the original point of decision of whether or not to use a particular input instead of after damage has already occurred. 

Because markets for many, if not most, ecological benefits do not exist, no market prices exist to reflect their use or nonuse values. The absence of a price is not inherently undesirable however, the lack of a price to indicate the economic value (or loss of value) of such ecological benefits makes it difficult to incorporate these benefits into planning and decision-making processes. Consequently, many of the valued natural resources and ecological services provided by nature for free are overlooked and are undervalued in both the private and public sectors. 

Today s responsible company seeks a clear understanding of stakeholder expectations, yet does not raise the bar too high in delivering on them. The company s values do not only rest on the wall for all to see, but are integral to strategic planning and decision-making. 

Fig. 2 EIA as an integral part of the planning and decision-making process...

Sequence of environmental planning and decision-making (schematically shown in Fig. 2)... 

In the preceding part of this section, the autonomy to arrange work actions was discussed for its effects on the balance of strain and performance. Furthermore, this autonomy represents an additional stressor for action planning and decision making. Consequently, increased action autonomy allows sut ects to minimize strain (relative to performance) more effectively, but causes increased strain for action planning (Fig. 4.19). Due to the complexity of this topic, only broad conclusions may be drawn from a general point of view. 

The questions to be answered relate to energy efficiency, irreversibility of process steps, material demand as a measure of environmental disturbance, and ecological footprint as a measure of environmental support. We need a procedure that differentiates processes to support planning and decision making. 

Utilise a systematic interdisciplinary approach in planning and decision making that may affect the environment. NEPA Section 102(2)(a)... 

Dependence on Management or Staff for Planning and Decision Making. 

The supply chain consists of interrelated units each possessing their own supply chain management information systems and decision support systems, where the former are mainly used for supply chain execution, and the latter for planning and decision-making at various levels of supply chain management (Fig. 10.1). One of the units or their group is considered as a focal supply chain unit, which drives the supply chain configuration initiative. 

Research efforts in techno-economics are designed to obtain information in order to assist the industry, the government and others in their planning and decision making on oil palm, palm oil and their products. 

DeShon, J.E. 1995. Development and Application of the Invertebrate Community Index (ICI), pp.217-243 (Chapter 15). In W.S. Davis and T. Simon (eds.). Biological Assesment and Criteria Tools for Water Resource Planning and Decision Making. Lewis Publishers, Boca Raton, FL. 

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