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Books > Business & Economics > Business & management > Management & management techniques > Management decision making
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.
Rejecting the idea that there are ready-made solutions to the challenges of constructing and managing knowledge in organizations, this book addresses the changing nature of knowledge construction and what can be achieved through innovative research practices. Key issues and debates include: working knowledge into the 21st century; the highly contextualized nature of research at work; post-modern perspectives on knowledge construction and practice and performance implications; the impact of globalization; the influences of new technology; language; power; and culture and gender upon the "construction" of knowledge. Leading experts from North America, Japan, Britain and Australia illustrate both practice and theory issues. This text should be of interest to researchers, teachers and students in the field of human resource management, policy-makers and all those concerned with continuing professional development.
Despite intense research on decision-making in action, we still know little about when decision-makers rely on deliberate vs. intuitive decision-making in decision situations under complexity and uncertainty. Building on default-interventionist dual-processing theory, this book studies decision-making modes (deliberate vs. intuitive) in complex task environments contingent on perceived complexity, experience, and decision style preference. We find that relatively inexperienced decision-makers respond to increases in subjective complexity with an increase in deliberation and tend to follow their decision style preference. Experienced decision-makers are less guided by their decision preference and respond to increases in subjective complexity only minimally. This book contributes to a developing stream of research linking decision-making with intra-personal and environmental properties and fosters our understanding of the conditions under which decision-makers rely on intuitive vs. deliberate decision modes. In doing so, we go one step further towards a comprehensive theory of decision-making in action.
A book on practical business forecasting belongs in the library of everyone interested in business. Forecasting is extremely important to finance and accounting executives, business economists and managers at all levels.
Part of the series Exploring Effective Leadership Practices through Popular Culture, Urick examines management theories related to mentorship and learning, transformational and transactional leadership, ethical decision making, bases of power, mindfulness, multi-tasking, and more. As you learn to apply these theories, you can become at one with the Force to find balance in your leadership style. Each theory is viewed through the lens of various aspects of the Jedi approach to exerting influence. Through these examples, readers will become familiar and comfortable with academically supported leadership concepts to adjust their own behaviors, becoming more successful in the process. By examining leadership theories through the context of popular culture, the book encourages readers to think creatively about how they might adjust their own management approach. Readers will move from Padawan to Master quickly. May the Force be with you, Jedi Manager! The series aims to bring examples, theory and methodology of leadership to life by analysing academic concepts through popular culture examples that will appeal to a broad range of readers.
Written for those interested in the topic of "shared knowledge" in
organizations, this edited volume brings together a variety of
themes and perspectives that emerge when multidisciplinary scholars
examine this important subject. The papers were presented at a
conference designed to bring together behavioral scientists who
were interested in the creation, conversation, distribution, and
protection of knowledge in organizations.
This is the first knowledge book in the Resources for the Knowledge-Based Economy Readers' series to link the two hot topics of knowledge and strategy. The book centers around the concept of treating organizational knowledge as a valuable strategy asset. Knowledge strategy is a natural extension of the historical development of business strategy in general. The book includes seminal articles on the subject as well as an introduction written by Michael Zack.
Making Big Decisions Better is leading a global movement to equip present and next generation leaders with proven strategy tools that enable agile thinking that ignites stronger, more predictable, direct paths to profit. No more academic theories. These are real tools and a system that enables improved strategic thinking and leadership. This book bridges an unspoken gap in strategy thinking that until now, only provided leaders with just SWOT and Porter's 5 Forces as the language of strategy. By using the decision making tools in Making Big Decisions Better, you'll finally remove the mystique of those you manage up to, and lead those that report to you. You will standout and have a transportable set of tools for any role or industry. There's never been a better time to break away from the outdated, mainstream strategy planning process that misused scarce resources, burned out its leaders and never delivered the results. It's your turn to learn and lead!
Set your company up for long-term success. Every company needs a strategy. A focused strategy aligns decision making throughout the organization and helps establish a competitive edge in the marketplace. But with so many options to consider, how do you define a unique strategy that will ensure growth? Whether you're starting a business from scratch or leading an existing company facing new threats, this book offers the direction you need. The HBR Guide to Setting Your Strategy provides practical tips and advice that break down the process of crafting strategy so you can identify the areas your company should build on to help it thrive long into the future. You'll learn to: Understand what strategy is—and what it isn't Define where you'll play and how you'll win Conduct more-effective strategic discussions with your team Test your strategy before you implement it Communicate your strategy to key stakeholders Ensure your strategy is flexible and adaptable Arm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.
An incredible ability awaits managers who practice Theory of Constraints (TOC) techniques: they can take a problem, look beyond the less important details, and directly identify the source of trouble. They've been known to promptly resolve perplexing matters - while the uninformed remain stuck.
Decision making plays a major role in virtually every theory of
organizational behavior. However, decision theory has not provided
organizational theorists with useful descriptions of how decisions
are made, either by individuals or by individuals in organizations.
The earliest offering came from economics in the form of the
"normative" rational view of decision making. The underlying
presumption was that decision makers are all striving to maximize
return or minimize loss, that decisions are based upon unlimited
information, and that they have the capacity to use the information
efficiently. They know the options open to them and the
consequences of pursuing one or another of those options. The
optimal course of action is revealed by applying the appropriate
analysis and choosing the most profitable option. The key concepts
are rationality, analysis, orderliness, and maximization, and even
a moment's thought demonstrates the gap between these concepts and
real-life experience. From the viewpoint of organizational theory,
the primary problem with the normative view of decision making, and
by analogy with much behavioral decision research, is its reliance
on the "gamble metaphor." That is, decisions are characterized as
gambles in an effort to capture the inherent risk. This metaphor
has the advantage of simplicity, but it is a flawed simplicity.
Global virtual teams (GVTs) have evolved as a common work structure in multinational corporations due to their efficiency and cost-effectiveness. The cultural differences can produce great benefits in terms of perspective, creativity, and innovation, but can also exacerbate interpersonal tensions, miscommunications, and clashing decision-making behaviors. This book outlines cultural competencies specific to GVTs and sheds light on management strategies for creating an optimal inter-cultural GVT environment. It covers theory, decision making strategies, and activities for cultural competence and problem resolution, all told through vignettes and lessons-learned.
Young children start school already able to do a surprising amount of mathematics. This book examines the nature and origin of subject knowledge and is based on information gathered from observing the interactions between teachers and their first-year pupils. It demonstrates the necessity of the classroom teacher to draw on many kinds of knowledge in order to deal with various issues surrounding classroom learning and teaching. Two important core areas are knowledge of lesson structure and of subject matter; this book address the area of subject matter and, as such, it should be of interest to classroom teachers and lecturers in education.
Tackling the question of how to effectively aggregate uncertain preference information in multiple structures given by decision-making groups, Theory and Approaches of Unascertained Group Decision-Making focuses on group aggregation methods based on uncertainty preference information. It expresses the complexity existing in each group decision-making process by employing complex networks and studying various methods of aggregating preference information from various unascertained, time-series based decision-making groups' structures. Written by Jianjun Zhu, director of the Chinese Society for Optimization, Overall Planning, and Economic Mathematics, the book starts by examining case studies of group decision making. It discusses consistency measuring and ranking methods of interval number reciprocal judgment matrix and interval number complementary judgment matrix. Next, it presents an unascertained number preference and a three-point interval number preference. Investigating linguistic preferences, the text provides two consistencies definitions. It considers the aggregating methods of several uncertain preferences as well as the multistage aggregating model of uncertain preference. The final chapter proposes an aggregating model of multistage linguistic information based on TOPSIS. The research in this book is supported by a number of scientific foundations from the People's Republic of China, including the National Natural Science Foundation of China; the Social Science Foundation of China, Jiangsu Province; and the Soft Science Foundation of China.
An incredible ability awaits managers who practice Theory of Constraints (TOC) techniques: they can take a problem, look beyond the less important details, and directly identify the source of trouble. They've been known to promptly resolve perplexing matters - while the uninformed remain stuck. So many more managers could gain the benefit of TOC thinking... if they only took the time. Eli Schragenheim now offers an informative and enjoyable self-learning method, proving how TOC can be invaluable at a wide variety of workplaces. Management Dilemmas: The Theory of Constraints Approach to Problem Identification and Solutions conveys TOC methods through "virtual experience"-stories of managers and the situations they need to resolve. Take note of the dilemmas they're facing. Think about how you would respond under those circumstances. Then, compare your reactions with Schragenheim's TOC-influenced analysis. Associated with Dr. Eli Goldratt (the founder of TOC) for seven years, Schragenheim doesn't tell how the stories end. Instead, he encourages the reader to try out TOC techniques-especially the need to arrive at the most precise answer by raising the right questions. The conclusions you reach today could greatly help your on-the-job thinking tomorrow!
In our increasingly globally interconnected world, understanding and appreciating the sociocultural context within which individuals make their decisions is critical to developing successful partnerships. The collection of chapters in this volume illustrates how advances in information and social media technologies, as well as modeling and simulation tools, combined with the social sciences, can be leveraged to better understand how sociocultural context influences decision making. The chapters in this volume were contributed by leading experts from academia, industry, and government and provide: Insights into cross-cultural decision making based on recent international events, with grounding in an historical context Discussions of cutting-edge modeling techniques used today by professionals across multiple organizations and agencies Descriptions of specific cross-cultural decision making tools designed for use by laypeople and professionals Case studies on the role of cross-cultural decision making grounded in current events and (in many cases) military applications.
If you aren't using the term "naturalistic decision making, " or
NDM, you soon will be. Even as a very young field, NDM has already
had far-reaching applications in areas as diverse as management,
aviation, health care, nuclear power, military command and control,
corporate teamwork, and manufacturing.
If you aren't using the term "naturalistic decision making, " or
NDM, you soon will be. Even as a very young field, NDM has already
had far-reaching applications in areas as diverse as management,
aviation, health care, nuclear power, military command and control,
corporate teamwork, and manufacturing.
A KMCI Press book - a definitive title from the leading, standard-setting KM organizationOnly book to describe fundamental KM concepts and theoriesApproach roots theory in current state of the procession/discipline
Brings together concepts across software engineering with a management perspectiveUse of case material to illustrate points madeIncludes checklists and working templates |
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