A study of the structure for agricultural manager's decision-making: Decision-making in hiring for large-scale management focusing on work structure
2007
Chinone, A.(Ibaraki-ken. Agricultural Center, Mito (Japan))
We demonstrated the decision-making mechanism that occurs when an agricultural manager decides to begin hiring labor. We examined the process of formation of a management creed that guides the manager's decisions, as well as the effects of the introduction of employment on these decisions, from the viewpoint of managerial decisions consisting of recognition and philosophy. The manager's decision-making 'personality' in regard to economic and material choices has two parts. One is a sensory part with a strong egocentric desire, and the other is an objective and rational part that takes the existence of the entire management, including the management environment, into consideration. If the manager is worrying when he or she is trying to change his or her management style, then this means that material and economic choices between innovative and traditional organizations are antagonizing the manager's decision. Today, highly mechanized transformations from organizations that involve only family members to new styles of management that use the power of employed labor are needed to improve productivity. However, demand for the manager to decide to introduce employment may physically and mentally overload the manager because of the labor shortages inherent in traditional organizations. The higher the quality of the hired labor that the manager needs, the higher the level of antagonism between the sensory and rational parts; a management creed aimed at a highly objective 'realization of business enterprise' and 'increase in scale' can influence how this antagonism is settled (i.e. the decision-making process). Such a philosophy can be fostered under both internal and external management influences during execution of the manager's duties.
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