Sborník 2009 díl 2. - Fakulta informatiky a managementu - Univerzita ...
Sborník 2009 díl 2. - Fakulta informatiky a managementu - Univerzita ... Sborník 2009 díl 2. - Fakulta informatiky a managementu - Univerzita ...
MULTIKRITERIÁLNÍ ROZHODOVÁNÍ JAKO HNACÍ SÍLA STRATEGIE MULTICRITERIAL DECISION-MAKING CAN DRIVE STRATEGY 1 Hana Mohelská, Petr Tučník Univerzita Hradec Králové hana.mohelska@uhk.cz; petr.tucnik@uhk.cz Key words: Strategic decision making – multicriterial decision making – autonomous systems – control algorithms – economic decisions Abstract: What is the most important ingredient for the success of an organization? Companies that want to succeed in the business world of today must be prepared for the new realities. Customers want results, the workforce wants a challenging and rewarding job experience, competition is tougher than ever before, and technology is providing unprecedented opportunities to explore. Strategic decisions are hard to describe in formal way, as there are individual and subjective characteristics, which are difficult or impossible to formalize, and therefore some authors consider strategic decision making more as an art than as the science. On the other hand, conditions for decision making are becoming more and more complex; there are unlimited amounts of data but less time to process them. The use of modern IT technologies can help to overcome some of these difficulties, but final decision belongs to manager. Introduction The project is focused on the strategic decision making. This covers a wide range of areas, but we will aim our effort especially to: • Managerial decisions • Autonomous systems (agents) • Control algorithms • Economic decisions (investment) Due to the large number of related scientific areas, there is a large number of scientists from different branches that have agreed to participate in this project. The main aim of the project is focused on the strategic decision making. This is useful for many areas (economic, management, informatics, robotics, etc.) where decisions are to be made quickly and correctly. When doing any strategic decision, many aspects have to be considered at one moment. We are always trying to obtain a “qualified” decision, i.e. decision based on all relevant information. Amount of such information 1 This article is supported by the grant no. GAČR 402/09/0662 of the Czech Science Foundation. 80
Hana Mohelská, Petr Tučník MULTICRITERIAL DECISION-MAKING CAN DRIVE STRATEGY (data) may be enormous and it may be difficult to make such complex decisions without computer. The amount of information and speed of decision making are, in general, two main reasons to use computer support when making any strategic decisions. When the decision making process manifests similarities, then the whole process or its part may be done by the computer. It is possible to have a set of pre-defined decision making scenarios and use computer to handle such situations. This allows management staff to focus their attention to special situations only and ease their workload. One of the frequently used approaches to the decision making problems is the multicriterial decision making (MDM). This approach allows us to take an enormous amount of influences into consideration while making decision. The mathematical background of the MDM is usually quite straightforward and simple because of the need to avoid comprehensibility issues. The principles of MDM are described in [8] or [2]. Evaluation and selection of strategies – the biggest managerial decision Strategic decisions are taken at the highest level of an organization. They concern decisions on how the whole organization will be positioned with respect to its product and resource markets, its competitors and its macro influences. Accordingly, the options at the strategic level are those that offer solutions to the “big questions” in this regard. The big questions that are considered in strategic selection usually concern three major areas: 1. Decisions on products and markets; 2. Decisions on generic strategy and scope; 3. Decisions on growth and development options When considering which course of action to pursue, it is normally the case that a number of options present themselves to an organization’s top management. In order to ensure that the option is fairly and equally assessed, a number of criteria are applied. For each option, four criteria are applied: questions to ask of each option. In order to “pass”, the option must usually receive an affirmative answer to each one [5]. The four criteria are: 1. Is the strategic option suitable? 2. Is the strategic option feasible? 3. Is the strategic option acceptable? 4. Will the strategic option enable the organization to achieve competitive advantage? Multicriterial Decision-Making The MDM is generally used for decision support but it is possible to adapt it for the use as a control algorithm in autonomous entities using artificial intelligence. For the purpose of this text, we will use the term “agent” when referring to such autonomous entities. The theoretical background for agents and artificial intelligence may be found in [6], [7], [1] or [4]. 81
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MULTIKRITERIÁLNÍ ROZHODOVÁNÍ JAKO HNACÍ SÍLA STRATEGIE<br />
MULTICRITERIAL DECISION-MAKING CAN DRIVE STRATEGY 1<br />
Hana Mohelská, Petr Tučník<br />
<strong>Univerzita</strong> Hradec Králové<br />
hana.mohelska@uhk.cz; petr.tucnik@uhk.cz<br />
Key words:<br />
Strategic decision making – multicriterial decision making – autonomous systems –<br />
control algorithms – economic decisions<br />
Abstract:<br />
What is the most important ingredient for the success of an organization? Companies<br />
that want to succeed in the business world of today must be prepared for the new<br />
realities. Customers want results, the workforce wants a challenging and rewarding job<br />
experience, competition is tougher than ever before, and technology is providing<br />
unprecedented opportunities to explore. Strategic decisions are hard to describe in<br />
formal way, as there are individual and subjective characteristics, which are difficult or<br />
impossible to formalize, and therefore some authors consider strategic decision making<br />
more as an art than as the science. On the other hand, conditions for decision making are<br />
becoming more and more complex; there are unlimited amounts of data but less time to<br />
process them. The use of modern IT technologies can help to overcome some of these<br />
difficulties, but final decision belongs to manager.<br />
Introduction<br />
The project is focused on the strategic decision making. This covers a wide range of<br />
areas, but we will aim our effort especially to:<br />
• Managerial decisions<br />
• Autonomous systems (agents)<br />
• Control algorithms<br />
• Economic decisions (investment)<br />
Due to the large number of related scientific areas, there is a large number of scientists<br />
from different branches that have agreed to participate in this project.<br />
The main aim of the project is focused on the strategic decision making. This is useful<br />
for many areas (economic, management, informatics, robotics, etc.) where decisions are<br />
to be made quickly and correctly. When doing any strategic decision, many aspects<br />
have to be considered at one moment. We are always trying to obtain a “qualified”<br />
decision, i.e. decision based on all relevant information. Amount of such information<br />
1 This article is supported by the grant no. GAČR 402/09/0662 of the Czech Science Foundation.<br />
80