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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.

The purpose of the research is to determine the signs of nonoptimality of managerial decisions that are made by Russian business systems and to determine the barriers on the path of making of optimal decisions in business systems by the example of modern Russia and perspectives of overcoming them.

The information and empirical basis of the research consists of statistical materials of the World Economic Forum, RIA Rating and Samuel Centre for Social Connectedness for 2018, according to which signs of nonoptimality of managerial decisions of Russian business systems, which are observed at the macro-level, are determined. During the research, the method of systemic, problem, and logical analysis (analysis of causal connections) and the method of formalization are used.

It is determined that drawbacks of the process of making of managerial decisions in modern Russian model of this process, connected to the functional organizational structure, low marketing activity, and underdevelopment of internal business communications, create barriers on the path of making of optimal decisions: high expenditures for making of managerial decisions, duration of the process of making of managerial decisions, high complexity of choice of alternative decisions, and incomplete accounting of possibilities and problems during decision-making.

Perspectives of overcoming the determined barriers are connected to the usage of outsource during the making of managerial decisions, refusal from functional organizational structure of managerial staff, usage of means of authomatization of making of managerial decisions, and development of systemic feedback and marketing. According to the studied practical experience of the largest and well-known Russian business systems – Rosneft, Lukoil, Gazprom, and Sberbank – these perspectives (2018) are not implemented in Russia.

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.

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.

A distinction must be drawn between a dismissal on the one hand, and on the other a repudiation of a contract of employment as a result of a breach of a fundamental term of that contract. When such a repudiation has been accepted by the innocent party then a termination of employment takes place. Such termination does not constitute dismissal (see London v. James Laidlaw & Sons Ltd (1974) IRLR 136 and Gannon v. J. C. Firth (1976) IRLR 415 EAT).

A striking feature of Jaques' work is his “no nonsense” attitude to the “manager‐subordinate” relationship. His blunt account of the origins of this relationship seems at first sight to place him in the legalistic “principles of management” camp rather than in the ranks of the subtler “people centred” schools. We shall see before long how misleading such first impressions can be, for Jaques is not making simplistic assumptions about the human psyche. But he certainly sees no point in agonising over the mechanism of association which brings organisations and work‐groups into being when the facts of life are perfectly straightforward and there is no need to be squeamish about them.

Strategic decisions represent the most important product of managerial endeavors; and strategic choice is the most critical variable in strategic management. This article advances a set of foundations in which the effectiveness of a total organization may be ascertained from the effectiveness of the strategic decisions made by its senior executives. A categorization of strategic decision effectiveness is presented that is derived from managerial attitudes toward a given strategic choice and the process from which it originates.

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.

Research has shown that business model innovation can facilitate most ventures to innovate and remain competitive, yet there has been limited work on how digital leadership capabilities influence business model innovation. Building on the dynamic capabilities view, we address this gap by linking digital leadership capabilities with business model innovation via managerial decision-making through provision of grants received by new ventures.

The study is cross-sectional research. Data have been collected utilizing purposive sampling from 313 founding members of new ventures in high-velocity markets, i.e. from Pakistan. SPSS has been used to conduct the moderated mediation analysis.

Digital leadership capabilities foster the business model innovation of the new ventures because they enable new ventures to capitalize on digital technologies and create new ways of generating value for the customers and themselves. Moreover, managerial decision-making mediates digital leadership capabilities and business model innovation relationship, whereas, grants moderate the indirect positive effect of digital leadership capabilities on business model innovation via managerial decision-making. The study generates initial evidence on the impact of digital leadership capabilities on business model innovation via managerial decision-making for new ventures. We advance knowledge on new ventures’ business model innovation by deep-diving into dynamic capabilities view and emphasizing digital leadership capabilities as a significant driver for business model innovation.

With the help of dynamic capabilities theory, this study analyzes how new ventures make use of digital leadership capabilities to promote business model innovation.

Presents and compares two contrasting managerial attitudes towards strategic decisions. The first attitude is called maximizing behaviour, and it is founded on a set of assumptions that are unattainable in real‐world decision making. The use of this attitude invariably results in a failed strategic decision. The second managerial attitude is called satisficing behaviour, and its use is demonstrably conducive to strategic decision success. Applications of real‐world successful and failed strategic decisions tend to confirm the case for satisficing behaviour in quest of successful strategic outcomes.