The Responsibilities of Executives: A Look at Problems and Goals in Decision Making

The modern-day organization and its executives are constantly faced with major problems of a social nature. These internal and external issues occur constantly for the firm. The business executive of today must understand these new problems so that he/she may deal more effectively with these developments. Leisure business not only plays a particularly important role in this area since it faces the similar problems of all firms, but also plays a key role as a mechanism for other firms to reduce their social and environmental problems. This work develops these complex aspects from an historical viewpoint and explains the new role of executives in policy-making

A quantitative model for manpower decision making

Today's society is continually influenced by various changes, requiring managers to plan for manpower requirements. An approach that can be used by firms to solve one of the most pressing of today's employment problems is examined. In effect, the problem becomes one of determining an optimal work force composition based on both sociological and skill components. The problem is viewed as one of establishing rank ordered priorities among multiple conflicting manpower objectives. This study discusses some of the internal and external constraints faced by the firm and suggests a particular technique, goal programming, to facilitate the manpower decision-making process. The technique is examined under two different circumstances to provide some indication of the model's flexibility.

Social responsibility goal perception

The intent of this study is to distinguish areas of difference in the perception of organizational goals among managers, hourly workers, and graduate business students. The managers were chosen to represent the present point of view of management, while the hourly workers were selected to be indicative of labor's viewpoint toward the goal selection of organizations. Students were chosen because they represent the potential transfusion into management. The tool used to solicit these responses was a questionnaire composed of twenty questions, with each question divided into two parts. The first part examined the way the individual perceived the achievement level of the organization ('is'), and the other half represented the level that the individual aspired for the organization to achieve in the future ('should be'). These two parts were quantified using a Likert scale ranging from 1 (of no importance) to 5 (of extremely high importance). The results indicate the similarities and differences between each of these three groups in terms of present perceptions and future expectations of these goals.