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1 decision making
Gen Mgtthe process of choosing between alternative courses of action. Decision making may take place at an individual or organizational level. The process may involve establishing objectives, gathering relevant information, identifying alternatives, setting criteria for the decision, and selecting the best option. The nature of the decision-making process within an organization is influenced by its culture and structure, and a number of theoretical models have been developed. One well-known method for individual decision making was developed by Charles Kepner and Benjamin Tregoe in their book The New Rational Manager (1981). Decision theory can be used to assist in the process of decision making. Specific techniques used in decision making include heuristics and decision trees. Computer systems designed to assist managerial decision making are known as decision support systems. -
2 decision-making unit
Mktga group of people who directly or indirectly influence the purchase of a product or service -
3 decision theory
Gen Mgta body of knowledge that attempts to describe, analyze, and model the process of decision making and the factors influencing it. Decision theory encompasses both formal mathematical and statistical approaches to solving decision problems, using quantitative techniques such as probability and game theory, and more informal behavioral approaches. It is used to inform and assist decision making in organizations. -
4 decision analysis
Gen Mgta body of knowledge that attempts to describe, analyze, and model the process of decision making and the factors influencing it. Decision theory encompasses both formal mathematical and statistical approaches to solving decision problems, using quantitative techniques such as probability and game theory, and more informal behavioral approaches. It is used to inform and assist decision making in organizations. -
5 decision maker
Gen Mgtsomebody with the responsibility and authority to make decisions within an organization, especially those that determine future direction and strategy. Decision theory is used to assist decision makers in the process of decision making. -
6 decision tree
Fina pictorial method of showing a sequence of interrelated decisions and their expected outcomes. Decision trees can incorporate both the probabilities of, and values of, expected outcomes, and are used in decision-making. -
7 decentralization
Gen Mgtthe dispersal of decision-making control. Decentralization involves moving power, authority, and decision-making control within an organization from a central headquarters or from high managerial levels to subsidiaries, branches, divisions, or departments. As an organizational concept, decentralization implies delegation of both power and responsibility by top management in order to promote flexibility through faster decision making and improved response times. Decentralization is, therefore, strongly related to the concept of empowerment, though the latter is perhaps more focused on direct working frontline staff. -
8 EIS
abbr. Gen Mgt [m1]1. Environmental Impact Statement2. Environmental Impact Study3. executive information system: a computer system designed to collect, store, process, and provide access to information appropriate to the needs of senior management. Executive information systems combine internal organizational information with data from external sources. The emphasis of executive information systems is on supporting strategic decision making by presenting information in accessible formats and enabling users to get an overview of trends, often through the use of advanced graphical capabilities. Decision making at managerial levels is supported by decision support systems. -
9 maximin criterion
Finan approach to decision-making under uncertainty in which a ‘pessimistic’ view of the possible outcome is adopted. The favored strategy is therefore to implement the course of action whose worst possible outcome generates the highest profit. This basis for decision-making characterizes risk-averse decision-makers. -
10 data warehouse
Gen Mgta collection of subject-orientated data collected over a period of time and stored on a computer to provide information in support of managerial decision making. A data warehouse contains a large volume of information selected from different sources, including operational systems and organizational databases, and brought together in a standard format to facilitate retrieval and analysis. Like EIS s, data warehouses can be used to support decision making, but the ways in which they can be searched are not predetermined. Organizations often use data warehouses for marketing purposes, for example, the analysis of customer information, or for market segmentation. Data mining techniques are used to access the information in a data warehouse. -
11 expert system
Gen Mgta computer program that emulates the reasoning and decision making of a human expert in a particular field. The main components of an expert system are the knowledge base, which consists of facts and rules about appropriate courses of action based on the knowledge and experience of human experts; the inference engine, which simulates the inductive reasoning of a human expert; and the user interface, which enables users to interact with the system. Expert systems may be used by nonexperts to solve well-defined problems when human expertise is unavailable or expensive, or by experts seeking to find solutions to complex questions. They are used for a wide variety of tasks including medical diagnostics and financial decision making, and are an application of artificial intelligence. -
12 intuitive management
Gen Mgta management style that relies on gut feeling or a sixth sense, rather than on analytical or objective reasoning. Intuitive management exploits the holistic, imaginative, spiritual skills of the right side of the brain, whereas the conventional school of management favors the left side of the brain skills, which are logical, rational, linear, and mathematical in nature. Intuitive management is closely linked to a style of decision making that encourages creativity and innovation. Because this style of decision making has no rational basis, however, it can be difficult to justify decisions that turn out to be wrong. -
13 risk analysis
Gen Mgtthe identification of risks to which an organization is exposed and the assessment of the potential impact of those risks on the organization. The goal of risk analysis is to identify and measure the risks associated with different courses of action in order to inform the decision making process. In the context of business decision making, risk analysis is especially used in investment decisions and capital investment appraisal. Techniques used in risk analysis include sensitivity analysis, probability analysis, simulation, and modeling. Risk analysis may be used to develop an organizational risk profile, and also may be the first stage in a risk management program. -
14 Japanese management
Gen Mgt, HRa management style with particular emphasis on employees and manufacturing techniques, to which the Japanese economic miracle that began in the 1960s is attributed. Japanese management practices have been studied in the rest of the world in the hope that the economic success they brought to Japan can be recreated elsewhere. These practices emphasize forming collaborations, particularly in times of uncertainty, human resources, closer superior-subordinate relationships, and consensus as a means of facilitating implementation. Richard Pascale and Anthony Athos suggested that the Japanese competitive advantage stemmed from skills, staff, and superordinate goals, the softer features identified by the McKinsey 7-S framework. Other dominant characteristics include people-centered management, loyalty to employees, just-in-time, kaizen, continuous improvement, quality control, total quality management, and the ideas of W. Edwards Deming. William Ouchi expounded Theory J and Theory Z, which demonstrated the differences between U.S. and Japanese styles of management. With the downturn in the Japanese economy in the 1990s, management practices were reappraised, and there emerged a focus on radical change as opposed to incremental improvement. Customers were offered less variety, there was a shift toward simplicity, and an alternative to consensus-based decision making was adopted, with individuals making decisions based on high-tech information systems. -
15 minimax regret criterion
Finan approach to decision-making under uncertainty in which the opportunity cost (regret) associated with each possible course of action is measured, and the decision-maker selects the activity which minimizes the maximum regret, or loss. Regret is measured as the difference between the best and worst possible payoff for each option. -
16 MIS
abbr. Gen Mgtmanagement information system: a computer-based system for collecting, storing, processing, and providing access to information used in the management of an organization. Management information systems evolved from early electronic data processing systems. They support managerial decision making by providing regular structured reports on organizational operations. Management information systems may support the functional areas of an organization such as finance, marketing, or production. Decision support systems and EISs are types of MIS developed for more specific purposes. -
17 SWOT analysis
Gen Mgtan assessment of Strengths, Weaknesses, Opportunities, and Threats. SWOT analysis is used within organizations in the early stages of strategic and marketing planning. It is also used in problem solving, decision making, or for making staff aware of the need for change. It can be used at a personal level when examining your career path or determining possible career development. -
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19 Agriculture
Historically, Portugal's agricultural efficiency, measured in terms of crop yields and animal productivity, has been well below that of other European countries. Agricultural inefficiency is a consequence of Portugal's topography and climate, which varies considerably from north to south and has influenced farm size and farming methods. There are three major agricultural zones: the north, center, and south. The north (the area between the Douro and Minho Rivers, including the district of Trás-os-Montes) is mountainous with a wet (180-249 cm of rainfall/year), moderately cool climate. It contains about 2 million hectares of cultivated land excessively fragmented into tiny (3-5 hectares) family-owned farms, or minifúndios, a consequence of ancient settlement patterns, a strong attachment to the land, and the tradition of subdividing land equally among family members. The farms in the north produce the potatoes and kale that are used to make caldo verde soup, a staple of the Portuguese diet, and the grapes that are used to make vinho verde (green wine), a light sparkling white wine said to aid the digestion of oily and greasy food. Northern farms are too small to benefit from mechanization and their owners too poor to invest in irrigation, chemical fertilizers, or better seeds; hence, agriculture in the north has remained labor intensive, despite efforts to regroup minifúndios to increase farm size and efficiency.The center (roughly between the Douro and the Tagus River) is bisected by the Mondego River, the land to either side of which is some of the most fertile in Portugal and produces irrigated rice, corn, grapes, and forest goods on medium-sized (about 100 hectares) farms under a mixture of owner-cultivation and sharecropping. Portugal's center contains the Estrela Mountains, where sheep raising is common and wool, milk, and cheese are produced, especially mountain cheese ( Queijo da Serra), similar to French brie. In the valley of the Dão River, a full-bodied, fruity wine much like Burgundy is produced. In the southern part of the center, where the climate is dry and soils are poor, stock raising mixes with cereal crop cultivation. In Estremadura, the area north of Lisbon, better soils and even rainfall support intensive agriculture. The small farms of this area produce lemons, strawberries, pears, quinces, peaches, and vegetables. Estremadura also produces red wine at Colares and white wine at Buçelas.The south (Alentejo and Algarve) is a vast rolling plain with a hot arid climate. It contains about 2.6 million hectares of arable land and produces the bulk of Portugal's wheat and barley. It also produces one of Portugal's chief exports, cork, which is made from bark cut from cork oaks at nine-year intervals. There are vast groves of olive trees around the towns of Elvas, Serpa, and Estremoz that provide Portugal's olives. The warm climate of the Algarve (the most southern region of Portugal) is favorable for the growing of oranges, pomegranates, figs, and carobs. Almonds are also produced. Farms in the south, except for the Algarve, are large estates (typically 1,000 hectares or more in size) known as latifúndios, worked by a landless, wage-earning rural work force. After the Revolution of 25 April 1974, these large estates were taken over by the state and turned into collective farms. During the 1990s, as the radicalism of the Revolution moderated, collectivized agriculture was seen as counterproductive, and the nationalized estates were gradually returned to their original owners in exchange for cash payments or small parcels of land for the collective farm workers.Portugal adopted the Common Agricultural Policy (CAP) when it joined the European Union (EU) in 1986. The CAP, which is based on the principles of common pricing, EU preferences, and joint financing, has shifted much of Portugal's agricultural decision making to the EU. Under the CAP, cereals and dairy products have experienced declines in prices because these are in chronic surplus within the EU. Alentejo wheat production has become unprofitable because of poor soils. However, rice, tomatoes, sunflower, and safflower seed and potatoes, as well as Portuguese wines, have competed well under the CAP system. -
20 Carmona, António Óscar de Fragoso
(1869-1951)Career army officer, one of the founders of the Estado Novo (1926-74), and the longest-serving president of the republic of that regime (1926-51). Born in Lisbon in 1869, the son of a career cavalry officer, Oscar Carmona entered the army in 1888 and became a lieutenant in 1894, in the same cavalry regiment in which his father had served. He rose rapidly, and became a general during the turbulent First Republic, briefly served as minister of war in 1923, and achieved public notoriety as prosecutor for the military in one of the famous trials of military personnel in an abortive 1925 coup. General Carmona was one of the key supporters of the 28 May 1926 military coup that overthrew the unstable republic and established the initially unstable military dictatorship (1926-33), which was the political system that founded the Estado Novo (1933-74).Carmona took power as president upon the ousting of the Twenty-eighth of May coup leader, General Gomes da Costa, and guided the military dictatorship through political and economic uncertainty until the regime settled upon empowering Antônio de Oliveira Salazar with extraordinary fiscal authority as minister of finance (April 1928). Elected in a managed election based on limited male suffrage in 1928, President Carmona served as the Dictatorship's president of the republic until his death in office in 1951 at age 81. In political creed a moderate republican not a monarchist, General (and later Marshal) Carmona played an essential role in the Dictatorship, which involved a division of labor between Dr. Salazar, who, as prime minister since July 1932 was responsible for the daily management of the government, and Carmona, who was responsible for managing civil-military relations in the system, maintaining smooth relations with Dr. Salazar, and keeping the armed forces officer corps in line and out of political intervention.Carmona's amiable personality and reputation for personal honesty, correctness, and hard work combined well with a friendly relationship with the civilian dictator Salazar. Especially in the period 1928-44, in his more vigorous years in the position, Carmona's role was vital in both the political and ceremonial aspects of his job. Car-mona's ability to balance the relationship with Salazar and the pressures and demands from a sometimes unhappy army officer corps that, following the civilianization of the regime in the early 1930s, could threaten military intervention in politics and government, was central to the operation of the regime.After 1944, however, Carmona was less effective in this role. His tiring ceremonial visits around Portugal, to the Atlantic Islands, and to the overseas empire became less frequent; younger generations of officers grew alienated from the regime; and Carmona suffered from the mental and physical ailments of old age. In the meantime, Salazar assumed the lion's share of political power and authority, all the while placing his own appointees in office. This, along with the regime's political police (PVDE or PIDE), Republican National Guard, and civil service, as well as a circle of political institutions that monopolized public office, privilege, and decision making, made Carmona's role as mediator-intermediary between the career military and the largely civilian-managed system significantly less important. Increasingly feeble and less aware of events around him, Carmona died in office in April 1951 and was replaced by Salazar's chosen appointee, General (and later Marshal) Francisco Craveiro Lopes, who was elected president of the republic in a regime-managed election.Historical dictionary of Portugal > Carmona, António Óscar de Fragoso
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