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Books > Business & Economics > Business & management > Management & management techniques > Management decision making > General
This edited volume looks at whether it is possible to be more transparent about uncertainty in scientific evidence without undermining public understanding and trust. With contributions from leading experts in the field, this book explores the communication of risk and decision-making in an increasingly post-truth world. Drawing on case studies from climate change to genetic testing, the authors argue for better quality evidence synthesis to cut through the noise and highlight the need for more structured public dialogue. For uncertainty in scientific evidence to be communicated effectively, they conclude that trustworthiness is vital: the data and methods underlying statistics must be transparent, valid, and sound, and the numbers need to demonstrate practical utility and add social value to people's lives. Presenting a conceptual framework to help navigate the reader through the key social and scientific challenges of a post-truth era, this book will be of great relevance to students, scholars, and policy makers with an interest in risk analysis and communication.
"Brick by Brick" takes you inside the LEGO you've never seen. By
following the teams that are inventing some of the world's
best-loved toys, it spotlights the company's disciplined approach
to harnessing creativity and recounts one of the most remarkable
business transformations in recent memory.
How do you implement mindfulness in the workplace? Today's leaders and organisations need to develop an agile mindset and take bold risks. This Authority Guide shows you how to link mindfulness directly to business challenges and offers practical and accessible tools for change. Written by an expert on leadership, meditation and mindfulness, the book teaches you how to manage your inner landscape of thoughts, emotions and interruptions so that you can create a compassionate, innovative and sustainable working culture.
In recent years, there has been increasing implementation of group and team decision-making within organizations, much of it managed electronically, between members of what are "virtual" groups or teams. Recent research into effective team implementation emphasizes "trust" as an intermediary process, and trust must be a part of any account of team decision-making. This book provides an integrated framework that represents process in decision-making by interactive groups and teams. This framework furthers both our understanding of process and our capabilities in implementation, based on an account of group decision-making that differentiates the information types contributing to decision quality and relates them to process in interactive groups and teams. Author Steve Silver emphasizes the social structure that is inherent in the interaction of decision-makers as group or team members and effects on the information they exchange.
As public and private sector organizations work more frequently in
partnership, managing uncertainties, problems and controversies
becomes increasingly difficult. Despite sophisticated technology
and knowledge, the strategic networks and games required to solve
uncertainties become more complex and more important than ever
before.
As public and private sector organizations work more frequently in
partnership, managing uncertainties, problems and controversies
becomes increasingly difficult. Despite sophisticated technology
and knowledge, the strategic networks and games required to solve
uncertainties become more complex and more important than ever
before.
The business environment has changed. Sharper competition requires organizations to exhibit greater effectiveness in their operations and services and faster creation of new products and services all hallmarks of the knowledge economy. Up until now, most of the knowledge management literature has focused on technology, systems, or culture. This book moves to the next stage, to focus on the people the knowledge workers themselves. Noted expert Karl Wiig synthesizes recent research findings in cognitive science and related fields to describe how people actually work. He focuses on how people learn, remember, make decisions, solve problems and act in general, how knowledge relates to work behavior. By understanding how people work, managers can improve effectiveness to gain competitive advantage.
Safety is not easy, it is a full time effort, and is equally important whether people are on the job or on personal time. If an organization is serious about mission success, it must take 'risk' seriously as well. Leaders need to be involved in the risk game at every turn, and understand the key elements (discussed throughout this book) that help them to win. Winning the risk game is what safety is all about. As in operational success, risk management requires the best human faculties to achieve victory; talent of organizational players and commitment from top leadership rule the day. The book covers leadership, safety programs, and risk management for organizations and individuals. It helps in professional development, grooming current and future leaders to understand their roles in safety and risk management. Central to the author's message are: Seven truths of safety that the author discovered as a senior safety officer. Four roadblocks to achieving zero mishaps that must be aggressively addressed. Nine elements to risk reduction, with which leaders must become familiar. He establishes the importance of an organizational leader's role in the safety/risk management game and provides the answer to, 'How safe is safe enough?' Often, managers at various levels do not have an understanding of what goes into a safety program, this book tells them, from an expert's view. The readership includes: executives and middle management; all leaders as a professional development book and students. It is also a supplemental textbook for safety and risk management courses.
From the multimillion-copy bestselling author of "The 7 Habits of
Highly Effective People"--hailed as the #1 Most Influential
Business Book of the Twentieth Century--"The 3rd Alternative "turns
Dr. Stephen R. Covey's formidable insight to a powerful new way to
resolve professional and personal difficulties and create solutions
to great challenges in organizations and society.
The fun and simple problem-solving guide that took Japan by storm
Develop the mindset and presence to successfully manage others for the first time. If you read nothing else on becoming a new manager, read these 10 articles. We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you transition from being an outstanding individual contributor to a great manager of others. This book will inspire you to: * develop your emotional intelligence * influence your colleagues with the science of persuasion * assess your team and enhance its performance * network effectively to achieve business goals and for personal advancement * navigate relationships with employees, bosses, and peers * get support from above * view the big picture in your decision-making * balance your team's work and personal life in a high-intensity workplace
This book shows business leaders how to develop successful online communities of practice in their organizations by describing the approach for organizing and supporting such communities used by Clarica Life Insurance Company in Canada--widely regarded as one of the best companies for managing knowledge under the direction of Hubert Saint-Onge. Saint-Onge has been recognized by Fortune magazine as a leader in the field of leveraging knowledge capital. He is responsible for integrating progressive knowledge-based strategies within Clarica's overall strategy. Communities of Practice are an integral part of Clarica's Knowledge Capital Initiative to increase intellectual capital through knowledge creation and sharing. Based on the success of a recent project to establish an online community of practice for Clarica's independent agents, this book combines theory and practice to outline a model for successfully developing communities of practice. The authors argue that by acknowledging the value of such communities (e.g., recognition of membership contribution, support for time commitment) and providing them with an infrastructure (e.g., communication platforms, facilitation, information resources), organizations can increase the speed at which communities innovate, extend the reach of the community's knowledge sharing, and provide an opportunity to make the community's knowledge persistent.
A surprisingly simple approach to help everyday people become everyday innovators. The pressure to generate big ideas can feel overwhelming. We know that bold innovations are critical in these disruptive and competitive times, but when it comes to breakthrough thinking, we often freeze up. Instead of shooting for a $10-billion payday or a Nobel Prize, the most prolific innovators focus on Big Little Breakthroughs-small creative acts that unlock massive rewards over time. By cultivating daily micro-innovations, individuals and organizations are better equipped to tackle tough challenges and seize transformational opportunities. How did a convicted drug dealer launch and scale a massively successful fitness company? What core mindset drove LEGO to become the largest toy company in the world? How did a Pakistani couple challenge the global athletic shoe industry? What simple habits led Lady Gaga, Banksy, and Lin-Manuel Miranda to their remarkable success? Big Little Breakthroughs isn't just for propeller-head inventors, fancy-pants CEOs, or hoodie-donning tech billionaires. Rather, it's a surpassingly simple system to help everyday people become everyday innovators.
'Knowledge Management Foundations' is just what it claims, the
first attempt to provide a secure intellectual footing for the
myriad of practices called "knowledge management." A breath of
fresh air from the usual KM gurus, Fuller openly admits that the
advent of KM is a mixed blessing that often amounts to the conduct
of traditional management by subtler means. However, Fuller's deep
understanding of both the history of management theory and
knowledge production more generally enables him to separate the
wheat from the chaff of the KM literature.
Risk as we now know it is a wholly new phenomenon, the by-product of our ever more complex and powerful technologies. In business, policy making, and in everyday life, it demands a new way of looking at technological and environmental uncertainty. In this definitive volume, four of the world's leading risk researchers present a fundamental critique of the prevailing approaches to understanding and managing risk - the 'rational actor paradigm'. They show how risk studies must incorporate the competing interests, values, and rationalities of those involved and find a balance of trust and acceptable risk. Their work points to a comprehensive and significant new theory of risk and uncertainty and of the decision making process they require. The implications for social, political, and environmental theory and practice are enormous. Winner of the 2000-2002 Outstanding Publication Award of the Section on Environment and Technology of the American Sociological Association
A tour de force of theoretical reasoning, this book presents the most advanced analytical model of the bargaining process so far conceived. Focused essentially on the dynamics of the bargaining process, Coddington's model employs elements of several conceptual constructs--individual decision-making, theories of expectations and their adjustment, and environment concepts--to explain the nature of consistency in a bargainer's system of expectations and intentions. The book begins with a description of the bargaining process in an economic context and establishes an analytical framework. There follows a critical survey of bargaining theory in which the author selects those concepts, which he finds most valid and most applicable to his decision-making/expectation/adjustment model. The internal consistency of a wide class of bargaining models is then examined in a chapter on the relationship between decision-making and expectations. Since the theory of games has been used as a basis for bargaining process theory, the author devotes a chapter to an examination of the game-theoretic approach and an assessment of its value relative to his own approach. The author concludes with a study of the specific capabilities of his own analytical model, with discussion of the possible combinations of assumptions with which the investigator may work. Although stemming from a problem in economic theory and of immediate intent to economists, the book's contribution to the general theory of conflict process and interdependent decision-making make it an important study for students of politics and international affairs as well as management and labor relations specialists.
Workers' compensation causes headaches throughout all levels of an organization. Injuries affect production, costs, and morale. Managing Workers' Compensation: A Guide to Injury Reduction and Effective Claim Management lays out - in logical order - management and safety procedures that reduce injuries and the aggravation that follows. The authors cover hiring, training, and managing employees with injury avoidance in mind. They provide a blueprint for dealing with injured employees and their families, and for determining the correct time for the employee to return to work.
This title was first published in 2001. This volume brings together the 25-year output of the longest running programme of research into the making of decisions by top management. It describes and explains the processes of arriving at major decisions and how they are affected by the issue under decision, the form of organization and national differences and then, finally, success and failure in implementation. The programme continues with research on routes in successfully managing implementation.
Risk or uncertainty assessments are used as aids to decision making in nearly every aspect of business, education, and government. As a follow-up to the author's bestselling Risk Assessment and Decision Making in Business and Industry: A Practical Guide, Risk Modeling for Determining Value and Decision Making presents comprehensive examples of risk/uncertainty analyses from a broad range of applications.
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