Gujarat Fisheries Central Co-operative Association Limited

2016 ◽  
pp. 1-7
Author(s):  
Dalvadi Yagnesh ◽  
Madhura Tilak ◽  
Lakew Alemu ◽  
Chetna Makwana ◽  
Vijaya Sherry Chand
Keyword(s):  
Decision Making ◽  
Critical Factor ◽  
Sales Volume ◽  
Fixed Costs ◽  
Rational Decision ◽  
Senior Manager ◽  
Governing Body ◽  
Rational Decision Making ◽  
Introductory Class ◽  
Management Students

Mr D M Patel, Senior Manager, Mobile Fish-selling Vans project, Gujarat Fisheries Central Co-operative Association Limited (GFCCA), had to present a plan to the Governing Body for the project which had been making losses for the last few years. He had GFCCA's annual accounts for 2009-2010 with him, but did not have specific details on the financial performance of the three vans. He needs to decide whether the project should be wound up or should undergo some modifications, while taking into account the objectives of the Governing Body. This case is meant for use in an introductory class in decision making for postgraduate or undergraduate management students to illustrate the process of rational decision making. It is also aimed at helping students write decision reports. The case requires the student to intuitively arrive at an understanding of the problem of fixed costs not being covered by the margin that the project is allowed to make, thus making sales volume a critical factor in breaking even. A second aspect that the students will have to identify is the possibility of reducing fixed costs by addressing cost inefficiencies or by making operational changes.

Resource-rational decision making

2021 ◽  
Vol 41 ◽  
pp. 15-21
Author(s):  
Rahul Bhui ◽  
Lucy Lai ◽  
Samuel J Gershman
Keyword(s):  
Decision Making ◽  
Rational Decision ◽  
Rational Decision Making

Author reply: Empathy Does Provide Rational Support for Decisions. But Is It the Right Decision?

2012 ◽  
Vol 4 (1) ◽  
pp. 96-97 ◽  
Author(s):  
Fritz Breithaupt
Keyword(s):  
Decision Making ◽  
Rational Decision ◽  
Author Reply ◽  
Rational Decision Making ◽  
Rational Support ◽  
The One ◽  
The Right

This article examines the relation of empathy and rational judgment. When people observe a conflict most are quick to side with one of the parties. Once a side has been taken, empathy with that party further solidifies this choice. Hence, it will be suggested that empathy is not neutral to judgment and rational decision-making. This does not mean, however, that the one who empathizes will necessarily have made the best choice.

Evidential Decision Theory

2021 ◽  
Author(s):  
Arif Ahmed
Keyword(s):  
Decision Making ◽  
Decision Theory ◽  
Rational Decision ◽  
Evidential Decision Theory ◽  
Radical Theory ◽  
Rational Decision Making ◽  
Evidential Decision ◽  
Theoretic Foundations

Evidential Decision Theory is a radical theory of rational decision-making. It recommends that instead of thinking about what your decisions *cause*, you should think about what they *reveal*. This Element explains in simple terms why thinking in this way makes a big difference, and argues that doing so makes for *better* decisions. An appendix gives an intuitive explanation of the measure-theoretic foundations of Evidential Decision Theory.

Toward More Rational Decision Making

1988 ◽  
pp. 257-283
Author(s):  
Michael R. Gottfredson ◽  
Don M. Gottfredson
Keyword(s):  
Decision Making ◽  
Rational Decision ◽  
Rational Decision Making

scholarly journals The Psychological Puzzle: Contributing Factors to the Top-Down Politicization of Intelligence

Elements ◽  
2016 ◽  
Vol 12 (1) ◽  
Author(s):  
Rebecca Moretti
Keyword(s):  
Decision Making ◽  
Intelligence Community ◽  
Decision Making Process ◽  
Symbiotic Relationship ◽  
Rational Decision ◽  
Contributing Factors ◽  
Political Leaders ◽  
Top Down ◽  
Policy Makers ◽  
Rational Decision Making

Policy and intelligence are intimately intertwined. Policymakers need intelligence to make decisions, while the intelligence community derives significance from its ability to provide policy makers with reliable information. In this symbiotic relationship, it is healthy for intelligence consumers to at times check and direct the work of intelligence producers. However, if undertaken maliciously, this checking mechanism manifests as top-down politicization. Here, leaders use intelligence post facto to legitimize their policies instead of using it to guide them, reversing the rational decision-making process. Certain factors may compel leaders to manipulate intelligence to reflect their policy preferences. This essay demonstrates how three distinct processes of top-down politicization can arise from ambiguous evidence, the psychology of intelligence consumers, and the nature of the leaders’ political positions and responsibilities. It then proceeds to argue that political leaders’ psychology is the most potent source of top-down politicization.

scholarly journals Collective decision making by rational individuals

2018 ◽  
Vol 115 (44) ◽  
pp. E10387-E10396 ◽  
Author(s):  
Richard P. Mann
Keyword(s):  
Decision Making ◽  
Full Range ◽  
Social Information ◽  
Information Use ◽  
Collective Decision ◽  
Collective Decision Making ◽  
Rational Decision ◽  
Rational Decision Making ◽  
Wide Range ◽  
Social Information Use

The patterns and mechanisms of collective decision making in humans and animals have attracted both empirical and theoretical attention. Of particular interest has been the variety of social feedback rules and the extent to which these behavioral rules can be explained and predicted from theories of rational estimation and decision making. However, models that aim to model the full range of social information use have incorporated ad hoc departures from rational decision-making theory to explain the apparent stochasticity and variability of behavior. In this paper I develop a model of social information use and collective decision making by fully rational agents that reveals how a wide range of apparently stochastic social decision rules emerge from fundamental information asymmetries both between individuals and between the decision makers and the observer of those decisions. As well as showing that rational decision making is consistent with empirical observations of collective behavior, this model makes several testable predictions about how individuals make decisions in groups and offers a valuable perspective on how we view sources of variability in animal, and human, behavior.

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