Selection of robots from the several proposed alternatives is a very important and tedious task. Decision makers are not limited to one method and several methods have been proposed for solving this problem. This study presents Polygons Area Method (PAM) as a multi attribute decision making method for robot selection problem. In this method, the maximum polygons area obtained from the attributes of an alternative robot on the radar chart is introduced as a decisionmaking criterion. The results of this method are compared with other typical multiple attribute decision-making methods (SAW, WPM, TOPSIS, and VIKOR) by giving two examples. To find similarity in ranking given by different methods, Spearman's rank correlation coefficients are obtained for different pairs of MADM methods. It was observed that the introduced method is in good agreement with other well-known MADM methods in the robot selection problem.

Social Responsibility of Organizational Management is the responsibility of every manager. Because, Organizational Social Responsibility (OSR) functions as a built-in, self-regulating mechanism whereby business monitors and ensures its active compliance with the spirit of the law, ethical standards, and international norms. An approach for OSR that is becoming more widely accepted is a community-based development approach. In Organizational Social Responsibility Approach (OSRA), corporations work with local communities to better themselves. In addition, Managerial Social Responsibility (MSR) is the responsibility of every manager for his/her actions. It is morally binding on everyone to act in such a way that the people immediately around them are not adversely affected.For this reason, Organizational Social Responsibility Policy (OSRP) functions as a built-in, self-regulating mechanism.

The purpose of this study is to measure the ability of management within the cement industry with a new pattern that has been a member of the Iranian stock exchange. With regard to this matter, the data of companies' financial statements from 2012 to 2016 were used. First, by implementing a suitable model and regional data envelopment analysis model, relative efficiency for each of the companies was calculated and the capable units have been ranking by Anderson-Peterson method as well, then a regression model was estimated. The indexes of company management abilities were calculated. To evaluate the relative efficiency optimization software GAMS and to determine the ability of management software E-Views were used. Our purpose was to achieve the non-inherent ability of managers in units. The result of the research shows that the efficiency or inefficiency of the companies can be related to the inherent and acquired ability of managers. The results indicate that companies that have been evaluated with a score productively, don't simply guarantee of the elevated ability of their managers (for example, Iran Chalk Co. & Ardabil Cement Co.). The ability of some companies' managers who ABOUT THE AUTHORS

Making a difference in organization or creating the very best product or service on the market or simply doing something loves to do. Furthermore, it seems that the emphasis on organizational empowerment as structure, and systems has not yielded the desired results as some of the companies where these variables have been changed, after sometime, went back to experiencing declining performance. It is therefore obvious that more research needs to be done to identify characteristics that enhance organizational performance. Implementing good environmental and organizational practices is good organizational business it can give a competitive advantage. This article attempts to explain the organizational business interest by patterns of thinking. Organizations use organizational resources as the basic ingredient for all that is required for their operations. They are therefore eager to maintain and improve the quantity of expendable organizational resources by not only resources utilization, but by also identifying, nurturing and maintaining characteristics that promote organizational performance. The key to organization success is having a organizational business interest in place. Whether organization is about to launch a start-up or organization have been in organizational business for years, organizational business' direction is guided by your organizational business interest. In spite of this general awareness, such long-term organizational business, strategic-level interest of organizational business has been lacking in most organizations.

Making a difference in organization or creating the very best product or service on the market or simply doing something loves to do. Furthermore, it seems that the emphasis on organizational empowerment as structure, tendency and systems has not yielded the desired results as some of the companies where these variables have been changed, after sometime, went back to experiencing declining performance. It is therefore obvious that more research needs to be done to identify characteristics that enhance organizational performance. There has been a longstanding bifurcation between the two with emotions labeled in pejorative terms and devalued in matters concerning the workplace. The form and structure of an organization's human resources system can affect employee motivation levels in several ways. Organizations can adopt various systematization optimum profitability humanistic approach empowerment practices to enhance employee satisfaction. This paper considers the systematic management. The strategic importance of workers is discussed and their interaction, as an asset, with other important organization assets. The basic methodologies for workers are then explained and their limitations are considered. The systematization optimum profitability revolution moves recording and analysis activities that were traditionally professional performance lines of activities focused to high operational content. The scientific and systematization optimum profitability progress, growth and internationalization of markets, processors are processes in which the accounting profession plays a leading role of systematic management.