Abstract: The decision-making process is theoretically clearly
defined. Generally, it includes the problem identification and
analysis, data gathering, goals and criteria setting, alternatives
development and optimal alternative choice and its implementation.
In practice however, various modifications of the theoretical
decision-making process can occur. The managers can consider some
of the phases to be too complicated or unfeasible and thus they do not
carry them out and conversely some of the steps can be
overestimated.
The aim of the paper is to reveal and characterize the perception of
the individual phases of decision-making process by the managers.
The research is concerned with managers in the military environment
– commanders. Quantitative survey is focused cross-sectionally in the
individual levels of management of the Ministry of Defence of the
Czech Republic. On the total number of 135 respondents the analysis
focuses on which of the decision-making process phases are
problematic or not carried out in practice and which are again
perceived to be the easiest. Then it is examined the reasons of the
findings.
Abstract: Environmental management implementation is
presently one of the ways of organization success and value
improvement. Increasing an organization motivation to
environmental measures introduction is caused primarily by the rising
pressure of the society that generates various incentives to endeavor
for the environmental performance improvement.
The aim of the paper is to identify and characterize the key
incentives and expectations leading organizations to the
environmental management implementation. The author focuses on
five businesses of different size and field, operating in the Czech
Republic. The qualitative approach and grounded theory procedure
are used in research.
The results point out that the significant incentives for
environmental management implementation represent primarily
demands of customers, the opportunity to declare the environmental
commitment and image improvement. The researched enterprises less
commonly expect the economical contribution, competitive
advantage increase or export rate improvement. The results show that
marketing contributions are primarily expected from the
environmental management implementation.