Decision-making Ability of Professional Managers Based on Neurocognitive

Abstract In order to explore the factors influencing managers' decision-making ability and the relationship among them, this study puts forward the hypothesis on the basis of analysing the factors influencing the decision-making ability, constructs a neurocognitive model of the factors influencing the decision-making ability, analyses and verifies the hypothesis with the neurocognitive model in combination with the questionnaires, and calculates the path coefficient through the model. The empirical results show that decision-making information, leadership authority and corporate culture have significant influence on the decision-making ability, in which leadership authority is the main factor, and governance structure and decision-making system indirectly influence the decision-making ability through other intermediaries.


Introduction
Work design and motivation were initially seen as two different management functions, and managers rarely linked the two. In the era of knowledge economy, human capital has become one of the most important capitals for enterprises in the fierce market competition.
Work design has begun to play a pivotal role in the issue of employee motivation.
In addition to setting a reasonable salary system and motivating employees' external work motivation through material rewards, the company began to stimulate employees' internal motivation through work design. Although scholars have proposed work feature models, the theory of work design is more from the experience summary in management practice, less theoretical discussion on the basic psychological needs of employees, and the self- In combination with the recent progress of cognitive science and psychology, and the decision-making science of management science, it studies the processing mechanism behind human decision-making behaviour, and open up the "black box" for decision processing of the brain [2].
By interpreting the processing process of decision-making at the brain level and understanding the mechanism of decision- to enter the next decision-making, with a complete decision-making process as shown in Figure 1 [3] .

Neural decision theory
The emergence of neuroscience extends the theoretical framework of decision-making ability. Two causal models constructed by Waldman provide effective solutions to the above disputes (as shown in Figure 2). Model 1 represents "brain activity inducing decisionmaking behaviour", which is based on the theory that the brain has a relatively stable neural structure, which is capable of inducing certain decision-making behaviour and can be evaluated in a resting state of the individual.
Model 2 indicates that "behaviour/stimulation inducing brain activity, " i.e., the decisionmaker's behaviour or stimulation in a particular experimental scenario can induce brain activity.
The model takes decision-making behaviour or related stimuli as independent variables, and takes the activation of corresponding brain regions as dependent variables. This type of study uses neural techniques to record brain or neuroimaging when subjects receive visual or acoustic stimuli or operational tasks. Finally, differences in brain structure or brain activation are used to explain the mechanism of decisionmaking behaviour [4] .
For both models, we are not going to discuss what is right or wrong. In fact, the two models complement each other, that's, they provide a theoretical framework for revealing and enriching the mechanism of decision-making ability and brain activity from different research ideas and operating mechanisms. Therefore, in future research, we should combine these two models, consider not only the mechanism of interpreting brain activity and predicting decision-making behaviour, but also explore the brain nerve mechanism of decision-making behaviour, in order to better uncover the brain mechanism of decision-making ability.

Neural imaging based decision making process observation method
The main techniques used in cognitive neuroscience experiments include functional magnetic resonance imaging (FMRI) and eventrelated potentials (ERP). Both techniques have their own advantages. The FMRI technology has very high spatial accuracy and can accurately observe the activation of the relevant brain regions in the brain in the main cognitive processing stage of the experimental process. ERP technology has extremely high time accuracy of the millisecond level, and can examine the brain's cognitive processing process through the electrophysiological signals of the brain's scalp surface at various stages of the individual task execution process (including the duration of only a few hundred milliseconds). The implementation method is shown in Figure 3 [5] .

Analysis of factors affecting decision-making power
The decision-making ability of professional managers is related to the success of enterprises, and is influenced by individual factors, organizational factors and external environmental factors. This study analyses the influence of governance structure, decisionmaking system, decision-making information, and leadership authority and enterprise culture on the decision-making ability of professional managers.

Governance structure
When the external environment of an enterprise changes, the enterprise adjusts its own decision-making structure and decisionmaking mechanism in a timely manner, and a good corporate governance structure will be beneficial and can help the enterprise is related to many factors, the low correction rate does not mean the decision-making quality is high, and the correction rate may be reduced by the factors such as information obstruction and system rigidity. In addition, the high correction rate does not mean the low decision-making quality, and may indicate that the enterprise is more adaptable to the complex and changeable external environment.

Decision information
Decision-making information is essential in decision-making process. Decision-makers must rely on effective decision-making information to make decision-making. improving the decision-making ability [7] .

The establishment of a decision model and empirical research
4.  neurocognitive models can be used [8] .
The neurocognitive model is used mainly because it has the advantages of dealing with multiple variables, revealing the relationship among variables and the degree of influence simultaneously. In addition, the neurocognitive model can verify the influence of each factor and identify the key factors through sample data [9] . By analysing the influence of governance structure, decision-making system, decision-making information, leadership authority and corporate culture on the decisionmaking ability of professional managers, a neurocognitive model is constructed, as shown in Figure 4.
There are 5 exogenous latent variables in Figure 4: governance structure, decisionmaking system, decision-making information, leadership authority and corporate culture; and 1 endogenous latent variable: decision-making efficiency [10] . The variable table is shown in

Latent variable Observing indicators
Decision efficiency Professional managers can make high output with low input Professional managers can make high quality decisions in a short period of time The feasibility of professional managers' decision-making is high Governance structure Equity structure will affect professional manager's decision-making efficiency Board structure will affect the efficiency of professional managers Supervisory Board Mechanism Affects Decision-Making Efficiency of Professional Managers Manager's incentive mechanism will affect professional manager's decision-making efficiency Decision system The miscalculation of professional managers will reduce the efficiency of professional managers' decision-making Professional managers' decision-making changes will affect professional managers' decision-making efficiency The adaptability of decision-making of professional managers will affect the efficiency of decision-making of professional managers

Decision information
The timeliness of decision-making information will affect professional managers' decision-making efficiency The authenticity of decision information will improve professional manager's decision-making efficiency The amount of decision-making information will affect professional managers' decision-making efficiency Information gathering costs and benefits can affect professional managers' decision-making efficiency

Conclusions
The study of cognitive neuroscience can not only help us explore the essence of cognitive phenomena, explore the relationship between matter and consciousness, solve ancient philosophical problems, but also help us understand some phenomena in real society and improve the quality of our lives. The