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Transitioning engineering knowledge to practice is critical for the success of a working engineer. Decision-Based learning (DBL) provides a path for developing this capability during the educational experience rather than relying on post-educational experiences in the field. In this chapter, DBL is framed in the context of an engineering educational experience, with a discussion of how certain attributes of engineering and DBL can complement each other. An overall class structure conducive to implementing DBL instruction methods is presented. A possible process for defining an expert decision model (EDM) for engineering topics is explored. This type of decision model can help communicate and teach students the small decisions that culminate to an expert conclusion on a topic, giving the student a clear way to justify analysis and design decisions. An EDM for selecting of a static failure theory with an accompanying learning module and representative assignment problems that accompany the module are presented. The implementation of a DBL approach in an engineering classroom is discussed, and reflections are given about the experience for both the instructor and the students.

The purpose of the chapter is to distinguish the process of formation of algorithm of making of managerial decisions in the age of constant changes. The methodology of the chapter includes the method of theoretical foundations, the method of theoretical differentiations of categorical tools, the method of algorithmization, and the method adaptive perception. The research results include the following theses: the problems of the research are current and important; categorical structure of definition “making of managerial decisions” is reflected within functions of management, the process of managerial activities, and decision making on the basis of the risk; actions on solving problems; the aspect of making of managerial decision is limited; authors' algorithm of making of managerial decision reflects rationality and irrationality of the formed situation. This article could be supplemented with practical recommendations in the sphere of making of managerial decisions.

Purpose: The purpose of the chapter is to determine the dependence of the process of decision making in modern business systems on their organizational structure and to substantiate the necessity for considering the requirements to the process of decision making during designing the organizational structure of a business system.

Methodology: A new simplified classification of the organizational structure of business systems according to the criterion of complexity is offered, and its two main types are distinguished – organizational structure of low complexity and organizational structure of high complexity.

Conclusions: According to the offered classification, dependence of the process of decision making in modern business systems on complexity of their business structure at each stage of making of managerial decisions is determined. As a result of analysis of statistical data, it is determined that business systems with organizational structure of low complexity dominate in Russia. By the example of modern Russian business systems with the organizational structure of high complexity – Sberbank, Lukoil, Gazprom, and Rosneft – it is shown that formation of the structure of this type and supporting its functioning requires resources and thus is inaccessible for most modern business systems. Moreover, the expected advantages, related to high probability of making of optimal managerial decisions, are not always gained in practice.

Originality/value: It is substantiated that the process of decision making in modern business systems largely depends on the complexity of their organizational structure. With increase of complexity of a business system, resource intensity of decision making and duration of this process increase, but the risk of nonoptimal decisions decreases. Organizational structure of low complexity is peculiar for business systems that have deficit of financial and human resources, which does not allow using the means of optimization and fully control the process of decision making. However, in this case, managerial decisions are made much quicker. In the conditions of modern market economy, it is necessary to make quick optimal decisions, which cannot be achieved within the organizational structure of either low or high complexity. Thus, it is necessary to find a way to make quick optimal managerial decisions beyond the design of organizational structure.

Purpose: The purpose of the work is to study the characteristics of leadership and to determine its value in the process of decision making in modern business systems, as well as to determine the possibilities of increasing the effectiveness of this process through changing the characteristics of leadership.

Methodology: Target study of the influence of leadership on the process of decision making in modern business systems on the basis of the methodology of the systemic approach is performed, and two additional characteristics of leadership are determined, apart from management style, in the aspect of making of managerial decisions: contradiction of leaders in business system and authority of a formal leader (business manager) in business system and his competence as to involvement of employees into the process of making of managerial decisions, which includes capabilities. Depending on combination of these characteristics, classification of leadership in modern business systems as to criterion of decision making is offered.

Conclusions: It is substantiated that the most preferable type of leadership in a modern business system as to criterion of decision making is highly effective involvement of employees in the process of making of managerial decisions. Capabilities of increasing the effectiveness of the process of making of managerial decisions in a modern system through changing the characteristics of leadership are connected to transition to this type of leadership through overcoming the contradiction of leaders in a business system and increase of competence of the formal leader (business manager) in a business system as to involvement of employees in the process of making of managerial decisions through his training.

Originality/value: It is substantiated that leadership in business system determines only certain characteristics of the process of making of managerial decisions, and no type of leadership can guarantee optimal decisions. With highly effective involvement of employees in the process of making of managerial decisions, the probability of optimal decisions is the highest, so this type of leadership is the most perspective for modern business systems.

Understanding how leaders make foreign policy and national security decisions is of paramount importance for both the policy community and academia. It is our assertion that decisions in these domains can be explained best by tracing the cognitive process leaders go through in formulating and arriving at their decisions, using the applied decision analysis (ADA) method.

Consequently, this chapter introduces readers to Applied Decision Analysis (also see Mintz, 2005; Mintz & DeRouen, 2010), which is utilized throughout the chapters comprising this volume. We describe the methodological and theoretical implications of the research findings presented in this edited volume. Specifically, the range of leaders analyzed in this volume using ADA (namely, Vladimir Putin, Recep Tayyip Erdoğan, Khaled Mashal, Mao Zedong, and Saddam Hussein) substantiates this method’s capacity to provide robust analysis of decisions made by leaders from diverse nations and cultures. We conclude this introduction by providing a brief summary of the chapters that are included in this volume.

This volume is the second of two volumes analyzing decision-making, policy, and strategy of 12 prominent political leaders from the East and West through the lens of ADA. The chapters comprising both volumes seek to uncover how political leaders make decisions: their decision calculus and the motives and factors affecting their crafting of foreign as well as national security policies. The concluding chapter outlines the empirical and analytic contributions of ADA and poliheuristic theory to analysis that should be undertaken in national security and foreign policy affairs. Specifically, the chapter underscores ADA’s policy relevance and ramifications vis-à-vis intelligence analysis, international security analysis, as well as cross-cultural decision-making studies of rivals and allies.

Purpose: The purpose of the chapter is to study the peculiarities of making of managerial decisions in modern business systems in countries of Asia and to compile an Asian model of this process, as well as to determine the possibilities and perspectives of making of optimal decisions according to this model.

Methodology: The chapter is devoted to studying the microeconomic aspect of economic development of countries of Asia; it is based on the methods of logical and systemic analysis, modeling of socioeconomic processes and systems, and formalization.

Conclusions: In the course of studying the practice of making of managerial decisions in modern business systems in countries of Asia, an Asian model of this process is compiled – it has the following features: independent making of tactical decisions by linear managers, foundation on model decisions, strong control, marketing only at the level of top management, and feedback with linear managers. The determined peculiarities are oriented at maximum acceleration of the process of making of managerial decisions in business systems. Another aspect of this advantage is insufficient consideration of internal (due to absence of involvement of employees into the process of discussion of decisions) and external (due to weak marketing support) possibilities of the business system.

Originality/value: It is substantiated that Asian model is most adapted and fitting for making of managerial decisions in the conditions of dynamic business environment, when the most important criterion of optimality is the speed of decision making.

Purpose: The purpose of the chapter is to determine the specifics of making of managerial decisions in business systems of modern countries of Europe, to compile a European model of decision making in modern business systems, and to determine its capabilities for ensuring optimal decisions.

Methodology: The authors use the method of systemic and problem analysis, the method of comparative analysis (for comparing the European practice of managerial decisions to practices of other regions of the world), and the methods of modeling and formalization.

Conclusions: A European model of making of managerial decisions in modern business systems is compiled; it has the following peculiarities: collective offering, discussing, and making managerial decisions; presence of independent marketing committee that conducts systemic marketing; internal communications of business entities only with the production committee; and sustainability of horizontal connections between committees with the linear organizational structure.

Originality/value: Due to determined peculiarities, such advantages of the European model as making of well-balanced managerial decisions from positions of all interested parties, low expenditures for decision making due to usage of internal outsource, high effectiveness of marketing activities, and integration of managerial staff that allows solving current problems of the business system are achieved. However, in the European model, the process of making of managerial decisions is the longest as compared to other studied regional models. That's why application of the European model of decision making in modern business systems allows achieving high effectiveness of this process in a period of stability, and in case of downward wave of economic cycle, this model cannot ensure high effectiveness of managerial decisions.

This paper uses the results of a questionnaire survey to conduct exploratory research into the importance of product costs in decision-making. The results of the research reveal that product costs are at least important in selling price, make-or-buy, cost reduction, product design, evaluating new production process and product discontinuation decisions. Product costs that were used directly in decision-making were more important than those that were used as attention directing information and they were more important in product mix, output level and product discontinuation decisions in continuous production processes manufacturing. In general, the importance of product costs in decision-making did not vary between the methods used to allocate and assign overheads to product costs, and it was not related to operating unit size, product differentiation, competition and the level of satisfaction with the product costing system.

The purpose of the research is to study the successful global experience of managerial decisions in modern business systems.

The authors use the method of systematization, logical analysis (analysis of causal connections), and formalization. The information and empirical basis of the chapter includes the materials of research of an international consulting company Hay Group, devoted to evaluation of effectiveness of decision-making in companies of Europe, Russia, and other markets and compilation of the global ranking of the best companies for leaders in 2018, as well as statistical data of Samuel Centre for Social Connectedness and World Economic Forum for 2018.

The studied and analyzed successful global experience of decision-making in modern business systems showed that the key factors of successful managerial decisions are complexity of organizational structure, characteristics of organizational culture, level of marketing activity, and personal qualities of leaders (business managers). However, the influence of these factors is contradictory – they stimulate observation of certain criteria of optimality and hinder observation of other criteria.

It is determined that observation of all criteria of optimality of managerial decisions is not guaranteed by any regional model of business systems. Emphasis on certain criteria (e.g., speed of decision-making in countries of Asia) leads to decrease of general results (global competitiveness and ecological effectiveness of business systems).

The purpose of the research is to determine perspectives and spheres of application of innovational managerial technologies of decision-making in the sphere of digital medicine in modern business systems in the interests of improvement of the healthcare system.

The methods of systemic, problem, logical, and structural & functional analysis and the methods of modeling of economic processes and systems and formalization are used.

It is shown that the most perspective innovational managerial technologies include digital marketing, digital collection of feedback, digital selection of models of managerial decisions, intellectual technologies of decision support, and digital monitoring and control over making and implementation of managerial decisions. The spheres of application of digital technologies in the sphere of digital medicine include collection of feedback from patients, collection of feedback from medical workers, usage of successful experience of other medical organizations, automated selection of managerial decisions, automated selection of the optimal decision of the existing alternatives according to the set criteria, and electronic reports of medical organizations and its administration.

Wide opportunities of usage of innovational managerial technologies of decision-making in the sphere of digital medicine in modern business systems are determined; they allow improving the healthcare system. These technologies could be applied at all stages of the process of making of managerial decisions. A conceptual model of application of innovational managerial technologies of decision-making in the sphere of digital medicine in modern business systems is developed.