6,547 research outputs found
Parikh matrices and amiable words
No full textAbstractUsing the fact that the Parikh matrix mapping is not an injective mapping, the paper investigates some properties of the set of words with the same Parikh matrix; these words are called “amiable”. The presented results extend the results obtained in [A. Atanasiu, Binary amiable words, Int. J. Found. Comput. Sci. 18 (2) (2007) 387–400] for the binary case. In particular it is shown that all the words having the same Parikh matrix can be obtained one from another by applying only two types of transformations. Moreover, the mirrors of two amiable words are also amiable (thus forming a symmetrical class of words)
Simple rules made simple: The origins and outcomes of managerial heuristics
Get PDFManagers distill their lessons from failure into proverb-like simple rules heuristics such as ‘hire for attitude, not for skills,’ simple rules which they hold dear, refine continuously, and share to their teams and organizations. But how exactly do managers learn these rules? And why - what are the outcomes of creating and using them? This dissertation addresses the how? and the why? symmetrically, with four studies, a conceptual one and an empirical one for each question. It describes how managers learn pairs of simple rules through a complex process that involves a triple insight, reflection, and a roller-coaster of feelings. After being articulated, tested, adapted, and refined, these simple rules are often shared through formal or informal communication and adopted as guidelines (under expert authority) or as policies (under hierarchical or collective authority). While most managerial simple rules are pragmatic, designed to help the manager with hiring, selecting clients or managing finances, some simple rules play crucial roles in the self-driven individual change of the manager, often from micromanaging to delegating and trusting people
Critical Thinking for Managers:Structured Decision-Making and Persuasion in Business
No full textThis book discusses critical thinking as a tool for more compassionate leadership, presenting tried and tested methods for managing disagreement, for anticipating and solving problems, and for enhancing empathy. Employing a lighter tone of voice than most management books, it also shows how and when less-than-rational mechanisms such as intuition and heuristics may be efficient decision-making tools in any manager’s toolbox
The lifecycle of heuristics as managerial proverbs
No full textPurpose This paper proposes a theory-based process model for the generation, articulation, sharing and application of managerial heuristics, from their origin as unspoken insight, to proverbialization, to formal or informal sharing, and to their adoption as optional guidelines or policy. Design/methodology/approach A conceptual paper is built using systematic and non-systematic review of literature. This paper employs a three-step approach to propose a process model for the emergence of managerial heuristics. Step one uses a systematic review of empirical studies on heuristics in order to map extant research on four key criteria and to obtain, by flicking through this sample in a moving-pictures style, the static stages of the process; step two adapts a knowledge management framework to yield the dynamic aspect; step three assembles these findings into a graphical process model and uses insights from literature to enrich its description and to synthesize four propositions. Findings The paper provides insights into how heuristics originate from experienced managers confronted with negative situations and are firstly expressed as an inequality with a threshold. Further articulation is done by proverbialization, refining and adapting. Sharing is done either in an informal way, through socialization, or in a formal way, through regular meetings. Soft adoption as guidelines is based on expert authority, while hard adoption as policy is based on hierarchical authority or on collective authority. Research limitations/implications The findings are theory-based, and the model must be empirically refined. Practical implications Practical advice for managers on how to develop and share their portfolio of heuristics makes this paper valuable for practitioners. Originality/value This study addresses the less-researched aspect of heuristics creation, transforms static insights from literature into a dynamic process model, and, in a blended-theory approach, considers insights from a distant, but relevant literature – paremiology (the science of proverbs)
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