Decisions

This paper contrasts strategic decision making styles in Britain, Germany, the USA and Japan, first by reviewing contextual and cultural differences, and secondly through an analysis of 78 strategic investment decisions taken by 71 motor component manufacturers in the ...

CEOs and CFOs put themselves in a bind by providing earnings guidance and then making decisions designed to meet Wall Street's expectations for quarterly earnings. When earnings appear to be coming in short of projections, top managers often react by suggesting or demanding that middle and lower level managers redo their forecasts, plans, and budgets. In some cases, top executives simply acquiesce to increasingly unrealistic analyst forecasts and adopt them as the basis for setting organizational goals and developing internal budgets. But in cases where external expectations are impossible to meet, either approach sets up the firm and its managers for failure.Using the experiences of several companies, the authors illustrate the dangers of conforming to market pressures for unrealistic growth targets. They argue that an overvalued stock, by encouraging overpriced acquisitions and other risky, value-destroying bets, can be as damaging to the long-run health of a company as an undervalued stock.Putting an end to the “earnings game” requires that CEOs reclaim the initiative by avoiding earnings guidance and managing expectations in such a way that their stocks trade reasonably close to their intrinsic value. In place of earnings forecasts, management should provide information about the company's strategic goals and main value drivers. They should also talk about the risks associated with the strategies, and management's plans to deal with them.

As a president of the Republic of the Philippines, Jose P. Laurel acted as a true president and primarily thought of what is best for the Philippines. It is a fact that the period of his presidency was different compared to the period of other political leaders but he tried his very best to balance things. He faced the pressures given by the Japanese and thought of the rights of the Filipinos. These things were evident in his acts, speeches, messages, and statements. This paper presents some of those decisions made by Laurel that became significant to the Philippine-Japan relations. The decisions of Laurel were powerful during the time of his presidency. This paper covers only the period, 1942-1945. This paper does not cover all those significant acts and decisions done by Laurel. Thus, the researcher chooses only those, which are considered essential to show and justify the significance of the decisions, actions and words of Laurel to Philippine-Japan relations. The compilation of speeches, messages and statements of Jose P. Laurel that was published by the Lyceum of the Philippines serves as the main reference. To further enhance the work, different books about Jose P. Laurel and other publications helpful to the study is utilized. The leadership characteristics of Laurel are evident in his decisions. He was always after balancing things and favoring both Japanese and Filipinos. He was a proponent of peace, an economic stabilizer and a defender of human rights.

About the publication
This is the second volume of the Report of judgments, orders and advisory opinions of the African Court on Human and Peoples’ Rights. This volume covers decisions from 2017 to 2018.

The volume includes all the Judgments, including Separate and Dissenting Opinions, Advisory Opinions, Rulings, Decisions, Procedural Orders and Orders for Provisional Measures adopted by the Court during the period under review. Each case has a headnote setting out a brief summary of the case followed by keywords indicating the paragraphs of the case in which the Court discusses the issue.

A subject index at the start of the reports indicates which cases discuss a particular issue.

This index is divided into sections on general principles and procedure, and substantive issues.

Managers and leaders in organization are entrusted with employees whom they must work with and through to realize organizational objectives. In organizations, perceptions of leaders, managers and employees shape the climate and effectiveness of the working environment. Perception is the way we all interpret our experiences. Having the right perception is significant skill for any effective leadership. It is important to understand that perception is often portrayed through communication in any organization be it big or small and therefore, it is a pertinent tool in leadership. What sets great leaders apart is their ability to manage perceptions in the process of handling people and organizational issues. What people often observe or assess as your ability to be a leader and your effectiveness becomes their perception, which in turn becomes reality.

El problema del enrutamiento de vehículos (Vehicle Routing Problem) considera el diseño de conjuntos de rutas a costo mínimo, originados y terminados desde y hacia un punto denominado depósito. En esta situación problemática, un elemento clave en los sistemas de suministro es la secuencia de las unidades de transporte, determinado por el requerimiento de los clientes. Este artículo tiene el objetivo de plantear un nuevo método de solución al problema de asignación de enrutamiento de las empresas que tienen la necesidad de distribuir productos, mediante nuevos modelos que emplean diversos algoritmos. El modelo elaborado a partir del análisis de una serie de metaheurísticas, desarrolla opciones factibles para resolver el problema diario de cómo asignar y distribuir productos de la empresa hacia los clientes de manera eficiente y eficaz.

SUMMARY: 1. Preliminary remarks: austerity v. human rights. – 2. The principle of the
higher human rights standard. – 3. A typical example of the adverse effects of austerity
measures: Greece. – 3.1. General Remarks. – 3.2. The real situation. – 4. Are the
measures condemned by the ECSR breaching EU law? – 4.1. Discrimination on
grounds of age under EU law. – 4.2. The ECSR cases related to age in the light of EU
law. – 4.2.1. Termination of the employment contract without notice and severance
allowance. – 4.2.2. Young workers: sub-minima, limitation of social security coverage.
– 4.2.3. Reduction or suppression of retirement benefits on grounds of age. – 4.3.
The right to paid annual leave: ESC and EU law. – 5. Final remarks. – 6. Addendum.
This is an updated version of Conference Paper already uploaded on Academia edu.

Collaborative mechanisms are starting to become prominent in computer games, like massively multiplayer online games (MMOGs); however, by their nature, these games are difficult to investigate. Game play is often complex and the underlying mechanisms are frequently opaque. In contrast, board games are simple. Their game play is fairly constrained and their core mechanisms are transparent enough to analyze. In this article, the authors seek to understand collaborative games. Because of their simplicity, they focus on board games. The authors present an analysis of collaborative games. In particular, they focus on Reiner Knizia's LORDOFTHERINGS, considered by many to be the quintessential collaborative board game. Our analysis yields seven observations, four lessons, and three pitfalls, that game designers might consider useful for designing collaborative games. They reflect on the particular opportunities that computers have for the design of collaborative games as well as how so...

Les developpements regionaux nous ont montre (Ardichvilli 2003) que la creativite d'opportunite d'affaire a un role important dans le developpement regional. Les acteurs operationnels que sont les entreprises sont generateurs "d'ideatives", si elles ont a leur disposition une base de donnees leur permettant d'evaluer la creation d'opportunites. C'est dans ce registre que nous nous proposons de mettre en perspective un outil ne de l'analyse en Intelligence Economique. Nous partirons des fondamentaux decrit par le Pr. Camille Carrier a propos de l'identification d'opportunite d'affaire en developpement regional que nous appliquerons a l'entreprise. Ce "grand ecart" dans l'analyse des opportunites d'affaires est essentiel dans l'entreprise car non seulement il lui permet de s'offrir une possibilite de developpement genere dans son metier mais aussi de creer une potentialite vers sa collectivite regionale.

CRAFITTI INNOTIPS are our (http://www.crafitti.com) learning from multiple "innovation adventures" in applying structured and natural ways of solving problems. We don’t PREACH innovation - we actually do it with all the minds working with us. With a key motto of empowering ideas together, these INNOTIPS may look strange from specific viewpoints - but believe us - each InnoTIP has germinated in our sweat and hard work in creating successful change that we wanted to see in the world around us.

-In the multi-agent systems field the notion of belief as a primary justification of an agent's decisions has been extensively studied. On the other hand, the concepts of holon and informon developed by Koestler, Sulis, Alonso, Pazos et al. have proved to be a very useful way of to model evolving complex dynamic systems. In this work the relationship between holons, informons, randomness and uncertainty (as the opposed to certainty) in a holonic system that reacts to events, and how the beliefs (and, in some cases, the uncertainty) could influence the way the holons get structured is analyzed.

This article discusses circle sentencing as a means of addressing the high proportion of aboriginal offenders in the prison system and allowing aboriginal communities greater participation in sentencing decisions. The difficulties of continuing the lawyer's role as advocate, a primary duty of lawyers in this process, is also explored. Ultimately, it is the clients decision whether to allow community participation in sentencing. The article queries whether by allowing community involvement in decision-making, the lawyer is disregarding a commitment to act in the client's interests. For circle sentencing to be effective, not only must the lawyer relinquish the role of advocate, but equally importantly, the client must accept this non-adversarial role. Similarly, the function of the judge must change from passive neutrality to mediation. Until there is legislative reform, the extent to which aboriginal communities may be involved in the sentencing process rests within the judge...