The success of management can be traced to correct decisions being made at the right moments.
A distinction can be made between decisions relating to short-term aims and long-term aims.
Long-term aims revolve around the nature and the volume of the enterprise's productive capacity.
A large diversity of problems are concerned here, such as farm size, farm equipment, switching to other crops, staffing, etc.
In the case of short-term decisions the horticultural manager has to make decisions with respect to the choice and execution of his cropping plan in accordance with the available productive capacity.
In previous studies (Alleblas, 1981, 1982) a few main lines were detected in the influence of important fields of decision on operating results.
However, insight into the influence of more detailed decisions, their backgrounds and mutual relationships was still lacking.
Thus there still existed uncertainties with regard to the influence of the correct term in which decisions should be made, the possible combinations of long- and short-term decisions, the consulting of sources of information, the involving of persons or bodies in the making of these decisions, etc.
The analysis of these details and their influence on operating results reported in this paper aims at providing greater clarity in this field.