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Racial/ethnic inequities in school discipline are a widespread problem in education. A promising intervention approach is to focus on discipline decisions as an adult behavior and use data to identify situations in which discipline decisions show the greatest disparities for underserved students (e.g., Black, Latinx, Indigenous, students with disabilities). Following a three-step process educators (1) work to identify situations and/or personal states conducive to biased decision-making, (2) develop self-management routines to be used in real time when facing those moments, and (3) teach these strategies to students. By engaging in this work, educators learn to become self-aware of moments when decisions are likely influenced by personal biases known as vulnerable decision points (VDPs). VDP identification helps educators identify actions that may not align with personal values (developing educator self-awareness). Once aware of VDP characteristics, educators can map a neutralizing routine or self-management strategies that slow down decision-making and automatic responses during VDPs. This chapter describes a school-wide approach used to support educators with identification of VDPs, the development of neutralizing routines for themselves, and then teaching these strategies to students.

This paper aims to use Lean Six Sigma (LSS) and consumption mapping concepts to develop a disciplined methodology for a self-directed investor so that adverse decision-making behaviors are avoided. Classical financial theories assume that individuals maximize expected utility by arriving at financial decisions in a rational manner. But, over time, investor performance has lagged behind corresponding market performance. Despite these results and research on their causes, investors continue to repeat systematic mistakes leading to suboptimal financial outcomes.

Consumption maps are developed based on behavioral finance research that shows why investors make predictable and costly errors in their decision making. The authors show that the contemporary methodologies within LSS, used successfully in the manufacturing and service sectors, can be used to enforce rationality in investing.

The approach proposed herein provides a new framework that researchers should be able to test in practice. By applying a structured, disciplined approach based on the Design-Measure-Analyze-Improve-Control (DMAIC) methodology of LSS, it is posited that the gap between financial theory and actual results can be bridged.

Rather than hoping to avoid irrational behavior through self-awareness of behavioral biases, the DMAIC approach will standardize self-directed investor decision-making so that discipline is enforced.

The ability to make good decisions is the defining attribute of a high performance organization. The challenge is to ensure that good decision‐making practices permeate the entire organization. As organizations grow, employees make decisions in an increasingly complex, ambiguous, and uncertain environment. Formal practices enable employees to make decisions that are meaningful to the firm's stakeholders and guide their behaviours to align with the strategic intent of the firm as well as its values and norms.

Through case studies and consultancy work the author has developed an approach to focus on management decision making and improved effectiveness.

This paper describes a diagnostic tool which helps companies understand how well their management systems support decision making and where CEOs should invest to focus leadership time and attention. The decision‐making scorecard and tools help CEOs design effectiveness management systems and focus its use to drive their specific business agenda.

With formal decision‐making practice in place, CEOs rely on delegation and control practices to ensure that employees make decisions in line with the organization's vision and values. Using the described approach, CEOs and employees focus their attention on the relevant control levers and use their time for interaction and learning rather than control. Furthermore they successfully apply more relevant decision‐making practices than before, and have abandoned extensive and expensive performance management projects in favour of more differentiated and focused initiatives that support their immediate goals with a direct impact. The tools have been used to ensure that the next strategic move delivers the expected value. In summary, good decision‐making practices translate the CEOs' power and responsibility into higher performance, growth and lower risk.

This conclusion summarizes theoretical and empirical contributions of the Applied Decision Analysis (ADA) model to the academic discipline of decision-making in national security affairs, and outlines its policy implications. It demonstrates how the method makes it possible to offer a more informed diagnosis of the decision-making code of particular leaders and a prognosis of their prospective moves in peacetime, in crisis and in war in different ideological, cultural and structural settings. It demonstrates the method’s immediate relevance for the main endeavors of national security policy planning and execution – intelligence analysis, net-assessment and strategic planning.

Takes the view that managerial decisions are made in a diversity of organizational settings which can best be explained and evaluated in the context of conceptual interdisciplinary decision‐making models, and that such models constitute an appropriate vehicle for explaining the eclectic aspects of managerial decision making in all types of formal organization. Presents a typology of conceptual decision‐making models and evaluates their similarities and differences along with their respective efficacies in various managerial decision‐making contexts. Advances the process model of managerial decision making as the ideal choice for decisions which have significant long‐term consequences for the whole organization.

This study seeks to explore the incidence and severity of inconsistency in the application of disciplinary measures between supervisors, given the same disciplinary incident. Consistency is an important aspect of procedural fairness in disciplinary action, but it has received little empirical attention.

Four employee discipline scenarios were assigned at random to 130 real‐life supervisor‐employee dyads, who role‐played the scenario.

There was little consistency between supervisors in their decisions regarding disciplinary measures. Overall, having an informal discussion with the employee was the most common response. Only when specific instructions to impose a verbal or written warning were provided did most supervisors move beyond an informal discussion. Even when clear instructions were given, a substantial minority applied a less severe disciplinary outcome.

Even in this role‐play situation, where “real life” variables such as union grievances that could lead to the dilution of disciplinary action were not present, supervisors were generally lenient regarding employee discipline.

The trade‐off between the objectives of consistency and consideration of individual circumstances presents a serious challenge to practising supervisors.

This is a rare empirical paper exploring the issue of consistency in employee discipline.

This paper explores the relationship between married women's intrahousehold decision-making participation and marital gender roles, next to factors suggested in the household bargaining literature. Additionally, the authors investigate whether women's employment carries the same importance for decision-making participation as contributions to household incomes.

Using 2011/2012 Nicaraguan Demographic and Health Survey (DHS), the authors estimate multinomial logistic regressions for eight decision-making domains, analyzing three levels of decision-making: wife-dominant or sole decisions, joint decision-making (with the partner) and decision-making by someone else. The authors create an additive index for measuring internalized marital gender roles.

Women's intrahousehold decision-making participation is explained differently depending on the decision-making area and level of participation. Women with a better relative position vis-à-vis partners and not following patriarchal gender roles are more likely to make decisions jointly with their partners, but not alone. Women's age and educational level are the strongest predictors in the analysis. Women's employment reduces their decision-making participation in children's disciplining and daily cooking-related decisions.

It focuses on married women only, while marital status might be a determinant of decision-making itself and left out the contribution of unearned incomes.

Interventions aimed at increasing women's intrahousehold decision-making participation should not only focus on economic endowments but also comprehend the gendered dynamics governing intrahousehold allocation.

The study incorporates quantitative measures of marital gender roles in the study of intrahousehold decision-making. It also contributes to the literature with insights from contexts where women's involvement in employment increased against a background of patriarchal gender roles.

The purpose of this paper is to recognize the concepts and disciplinary position of management, for faculty members in management circles, which can help them develop their academic career.

Based on review and clarification of domestic and international disciplinary concepts on management, this paper takes data from academic journals of international management as the sample, making use of the latest mapping knowledge domains method.

Reveals the disciplinary boundary of modern management and disciplinary position of general management as a basic discipline, demonstrates the relationship between management and other relevant disciplines, such as psychology, sociology, economics, mathematics, etc. shows the trend of ascending position of management in mankind's knowledge system as an independent discipline.

This paper identifies concepts and information in management sciences which will provide inspiration for management in China, to move forward to the international academic frontline.

This paper fills a gap in the research undertaken into the influence of organisational structure on entrepreneurial orientation and expansion performance. The expansion decision‐making process of an international hotel group was investigated. In‐depth interviews, observations and document analysis were used as the data collection techniques. Findings suggest that the concern about protecting and developing internationally recognised brands profitably caused the organisation to be remarkably centralised. A centralised decision‐making structure, however, not only slowed down the decision‐making process and limited international expansion, but also resulted in frustration and de‐motivation among the market‐based organisational members who were responsible for international expansion. The paper therefore concludes that organisations whose growth performance is highly dependent on having market‐based organisational members in diverse host country environments need to structure differently and bring about a new way of thinking to the management.