Interactions between decision making and performance monitoring within prefrontal cortex

2004 ◽  
Vol 7 (11) ◽  
pp. 1259-1265 ◽  
Author(s):  
Mark E Walton ◽  
Joseph T Devlin ◽  
Matthew F S Rushworth
Keyword(s):  
Decision Making ◽  
Prefrontal Cortex ◽  
Performance Monitoring ◽  
And Performance

scholarly journals Routine Health Information System Utilization for Evidence-Based Decision Making in Amhara National Regional State, Northwest Ethiopia: a multi-level analysis.

2020 ◽  
Author(s):  
Moges Asressie Chanyalew ◽  
Mezgebu Yitayal ◽  
Asmamaw Atnafu ◽  
Binyam Tilahun
Keyword(s):  
Decision Making ◽  
Information System ◽  
Health Information ◽  
Performance Monitoring ◽  
Health Information System ◽  
Evidence Based ◽  
Department Heads ◽  
Target Setting ◽  
Work Location ◽  
And Performance

Abstract Background: Health Information System (HIS) is the key to making evidence-based decisions. Ethiopia has been implementing the Health Management Information System (HMIS) since 2008 to collect routine health data and revised it in 2017. However, the evidence is meager on the use of routine health information for decision making among department heads in the health facilities. The study aimed to assess the proportion of routine health information systems utilization for evidence-based decisions and factors associated with it. Method: A cross-sectional study was carried out among 386 department heads from 83 health facilities in ten selected districts in the Amhara region Northwest of Ethiopia from April to May 2019. The study participants were selected using a simple random sampling technique. Descriptive statistics mean and percentage were calculated. The study employed a generalized linear mixed-effect model. Adjusted Odds Ratio (AOR) and the 95% CI were calculated. Variables with p-value <0.05 were considered as predictors of routine health information system use. Result: Proportion of information use among department heads for decision making was estimated at 46%. Displaying demographic (AOR= 12.42, 95% CI: [5.52, 27.98]) and performance (AOR= 1.68; 95% CI: [1.33, 2.11]) data for monitoring, and providing feedback to HMIS unit (AOR= 2.29; 95% CI: [1.05, 5.00]) were individual (level-1) predictors. Maintaining performance monitoring team minute (AOR= 3.53; 95% CI: [1.61, 7.75]), receiving senior management directives (AOR= 3.56; 95% CI: [1.76, 7.19]), supervision (AOR= 2.84; 95% CI: [1.33, 6.07]), using HMIS data for target setting (AOR= 3.43; 95% CI: [1.66, 7.09]), and work location (AOR= 0.16; 95% CI: [0.07, 0.39]) were organizational (level-2) explanatory variables. Conclusion: The proportion of routine health information utilization for decision making was low. Displaying demographic and performance data, providing feedback to HMIS unit, maintaining performance monitoring team minute, conducting supervision, using HMIS data for target setting, and work location were factors associated with the use of routine health information for decision making. Therefore, strengthening the capacity of department heads on data displaying, supervision, feedback mechanisms, and engagement of senior management are highly recommended.

scholarly journals Decision Making, Interest Intermediation, and Value: In Government, Public, and Private Agencies Corporatism for Work Promotion

2020 ◽  
Vol 11 (4) ◽  
pp. 324-342
Author(s):  
Esien Eddy Bruno
Keyword(s):  
Decision Making ◽  
Czech Republic ◽  
Performance Monitoring ◽  
Paper Analysis ◽  
Public And Private ◽  
The Czech Republic ◽  
Transition To Work ◽  
Delegation Of Authority ◽  
And Performance ◽  
Public And Private Cooperation

Abstract This paper analysis decision making, interest intermediation, and value in the realm of government, public and private cooperation under corporatism to enable young third-country immigrants’ transition to work in Austria, Finland and the Czech Republic. Based on document analysis, this paper concludes a centralized delegation of authority, interest intermediations, and public values administrative devices in corporatism governance with democratic deficit that steer young third-country immigrants transition to work. However, the Czech Republic is dissimilar to Austria and Finland with the focus on relationship and partnership cooperation pattern to build contacts, where as Finland and Austria prefer cooperation in the form of coordinating varying employment objectives. The outcome points to deliberate democracy in neoliberal market-oriented setting. This is relevance to bureaucratic accountability and performance monitoring, but imperative to operational risk that may not only impair vulnerable people's belongings, but jeopardize public value accountability, sustainable finance and democratic values.

Modeling electrophysiological measures of decision‐making and performance monitoring in neurotypical children engaging in a speeded flanker task

2021 ◽  
Author(s):  
Mei‐Heng Lin ◽  
Patricia L. Davies ◽  
Brittany K. Taylor ◽  
Mark A. Prince ◽  
William J. Gavin
Keyword(s):  
Decision Making ◽  
Performance Monitoring ◽  
Flanker Task ◽  
And Performance

scholarly journals Tracking dynamic adjustments to decision making and performance monitoring processes in conflict tasks

2019 ◽  
Author(s):  
Daniel Feuerriegel ◽  
Matthew Jiwa ◽  
William F Turner ◽  
Milan Andrejević ◽  
Robert Hester ◽  
...  
Keyword(s):  
Decision Making ◽  
Error Detection ◽  
Performance Monitoring ◽  
Flanker Task ◽  
Conflict Monitoring ◽  
Perceptual Decision Making ◽  
Evidence Accumulation ◽  
Time Courses ◽  
And Performance ◽  
Conflicting Stimulus

AbstractHow we exert control over our decision making has been investigated using conflict tasks, which involve stimuli containing elements that are either congruent or incongruent. In these tasks, participants adapt their decision making strategies following exposure to incongruent stimuli. According to conflict monitoring accounts, conflicting stimulus features are detected in medial frontal cortex, and the extent of experienced conflict scales with response time (RT) and frontal theta-band activity in the electroencephalogram (EEG). However, the consequent adjustments to decision processes following response conflict are not well-specified. To characterise these adjustments and their neural implementation we recorded EEG during a Flanker task. We traced the time-courses of performance monitoring processes (frontal theta) and multiple processes related to perceptual decision making. In each trial participants judged which of two overlaid gratings forming a plaid stimulus (termed the S1 target) was of higher contrast. The stimulus was divided into two sections, which each contained higher contrast gratings in either congruent or incongruent directions. Shortly after responding to the S1 target, an additional S2 target was presented, which was always congruent. Our EEG results suggest enhanced sensory evidence representations in visual cortex and reduced evidence accumulation rates for S2 targets following incongruent S1 stimuli. Frontal theta amplitudes positively correlated with RT following S1 targets (in line with conflict monitoring accounts). Following S2 targets there was no such correlation, and theta amplitude profiles instead resembled decision evidence accumulation trajectories. Based on these differing amplitude profiles across S1 and S2 we formulated a novel theory of frontal theta and performance monitoring, which accounts for differing theta amplitude profiles previously observed across tasks that do and do not involve conflict. We propose that frontal theta does not actually index conflict detection but instead reflects a more general performance monitoring process related to decision confidence and rapid error detection.

scholarly journals Tracking dynamic adjustments to decision making and performance monitoring processes in conflict tasks

NeuroImage ◽  
2021 ◽  
pp. 118265
Author(s):  
Daniel Feuerriegel ◽  
Matthew Jiwa ◽  
William F Turner ◽  
Milan Andrejević ◽  
Robert Hester ◽  
...  
Keyword(s):  
Decision Making ◽  
Performance Monitoring ◽  
And Performance

scholarly journals Routine health information system utilization for evidence-based decision making in Amhara national regional state, northwest Ethiopia: a multi-level analysis

2021 ◽  
Vol 21 (1) ◽  
Author(s):  
Moges Asressie Chanyalew ◽  
Mezgebu Yitayal ◽  
Asmamaw Atnafu ◽  
Binyam Tilahun
Keyword(s):  
Decision Making ◽  
Information System ◽  
Health Information ◽  
Performance Monitoring ◽  
Health Information System ◽  
Evidence Based ◽  
Department Heads ◽  
Target Setting ◽  
Work Location ◽  
And Performance

Abstract Background Health Information System is the key to making evidence-based decisions. Ethiopia has been implementing the Health Management Information System (HMIS) since 2008 to collect routine health data and revised it in 2017. However, the evidence is meager on the use of routine health information for decision making among department heads in the health facilities. The study aimed to assess the proportion of routine health information systems utilization for evidence-based decisions and factors associated with it. Method A cross-sectional study was carried out among 386 department heads from 83 health facilities in ten selected districts in the Amhara region Northwest of Ethiopia from April to May 2019. The single population proportion formula was applied to estimate the sample size taking into account the proportion of data use 0.69, margin of error 0.05, and the critical value 1.96 at the 95% CI. The final sample size was estimated at 394 by considering 1.5 as a design effect and 5% non-response. The study participants were selected using a simple random sampling technique. Descriptive statistics mean and percentage were calculated. The study employed a generalized linear mixed-effect model. Adjusted Odds Ratio (AOR) and the 95% CI were calculated. Variables with p value < 0.05 were considered as predictors of routine health information system use. Result Proportion of information use among department heads for decision making was estimated at 46%. Displaying demographic (AOR = 12.42, 95% CI [5.52, 27.98]) and performance (AOR = 1.68; 95% CI [1.33, 2.11]) data for monitoring, and providing feedback to HMIS unit (AOR = 2.29; 95% CI [1.05, 5.00]) were individual (level-1) predictors. Maintaining performance monitoring team minute (AOR = 3.53; 95% CI [1.61, 7.75]), receiving senior management directives (AOR = 3.56; 95% CI [1.76, 7.19]), supervision (AOR = 2.84; 95% CI [1.33, 6.07]), using HMIS data for target setting (AOR = 3.43; 95% CI [1.66, 7.09]), and work location (AOR = 0.16; 95% CI [0.07, 0.39]) were organizational (level-2) explanatory variables. Conclusion The proportion of routine health information utilization for decision making was low. Displaying demographic and performance data, providing feedback to HMIS unit, maintaining performance monitoring team minute, conducting supervision, using HMIS data for target setting, and work location were factors associated with the use of routine health information for decision making. Therefore, strengthening the capacity of department heads on data displaying, supervision, feedback mechanisms, and engagement of senior management are highly recommended.

Social Technology: A Compendium of Short Cases

2015 ◽  
Vol 31 (4) ◽  
pp. 417-430
Author(s):  
Brett Considine ◽  
John Peter Krahel ◽  
Margarita M. Lenk ◽  
Diane J. Janvrin
Keyword(s):  
Financial Reporting ◽  
Internal Control ◽  
Technology Use ◽  
Performance Monitoring ◽  
Regulatory Compliance ◽  
Social Technology ◽  
Student Groups ◽  
Accounting Information Systems ◽  
And Performance ◽  
Technology Strategies

ABSTRACT Seven short cases highlight the need for organizational control of the use of social technology. Executives now consider the management of social technology strategies and risks to be their fourth highest priority, investing significant resources to develop effective social technology use policies (Carrick et al. 2013; Deloitte 2012; Feltham and Nichol 2012). Moreover, organizations vary their social technology investment choices depending on their objectives and their target audiences (AICPA 2013; Gallaugher and Ransbotham 2010; Kaplan and Haenlein 2010). A wide variety of case learning objectives involve applying internal control models, and developing and justifying opinions about how social technology uses and abuses affect operational, financial reporting and regulatory compliance objectives, risks, controls, and performance-monitoring activities. Instructors may utilize one or more of these cases at a time, either individually or in student groups, and in undergraduate or graduate financial accounting, accounting information systems, governance, or auditing courses.

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