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Author: Ira Horowitz
Publisher: Springer Science & Business Media
ISBN: 9780792390503
Category : Business & Economics
Languages : en
Pages : 310
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Book Description
Ira Horowitz Depending upon one's perspective, the need to choose among alternatives can be an unwelcome but unavoidable responsibility, an exciting and challenging opportunity, a run-of-the-mill activity that one performs seem ingly "without thinking very much about it," or perhaps something in between. Your most recent selections from a restaurant menu, from a set of jobs or job candidates, or from a rent-or-buy or sell-or-Iease option, are cases in point. Oftentimes we are involved in group decision processes, such as the choice of a president, wherein one group member's unwelcome responsibility is another's exciting opportunity. Many of us that voted in the presidential elections of both 1956 and 1984, irrespective of political affiliation, experienced both emotions; others just pulled the lever or punched the card without thinking very much about it. Arriving at either an individual or a group decision can sometimes be a time consuming, torturous, and traumatic process that results in a long regretted choice that could have been reached right off the bat. On other occasions, the "just let's get it over with and get out of here" solution to a long-festering problem can yield rewards that are reaped for many 1 ORGANIZATION AND DECISION THEORY 2 years to come. One way or another, however, individuals and organiza tions somehow manage to get the decision-making job done, even if they don't quite understand, and often question, just how this was accomplished.
Author: Ira Horowitz
Publisher: Springer Science & Business Media
ISBN: 9780792390503
Category : Business & Economics
Languages : en
Pages : 310
Get Book Here
Book Description
Ira Horowitz Depending upon one's perspective, the need to choose among alternatives can be an unwelcome but unavoidable responsibility, an exciting and challenging opportunity, a run-of-the-mill activity that one performs seem ingly "without thinking very much about it," or perhaps something in between. Your most recent selections from a restaurant menu, from a set of jobs or job candidates, or from a rent-or-buy or sell-or-Iease option, are cases in point. Oftentimes we are involved in group decision processes, such as the choice of a president, wherein one group member's unwelcome responsibility is another's exciting opportunity. Many of us that voted in the presidential elections of both 1956 and 1984, irrespective of political affiliation, experienced both emotions; others just pulled the lever or punched the card without thinking very much about it. Arriving at either an individual or a group decision can sometimes be a time consuming, torturous, and traumatic process that results in a long regretted choice that could have been reached right off the bat. On other occasions, the "just let's get it over with and get out of here" solution to a long-festering problem can yield rewards that are reaped for many 1 ORGANIZATION AND DECISION THEORY 2 years to come. One way or another, however, individuals and organiza tions somehow manage to get the decision-making job done, even if they don't quite understand, and often question, just how this was accomplished.
Author: Zur Shapira
Publisher: Cambridge University Press
ISBN: 9780521890502
Category : Business & Economics
Languages : en
Pages : 420
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Book Description
Explores decision making in organizations, highlighting the roles of incentive, conflict, power and politics.
Author: Ezra F. Vogel
Publisher: Univ of California Press
ISBN: 9780520054684
Category : History
Languages : en
Pages : 372
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Book Description
Author: Lee R. Beach
Publisher: SAGE Publications
ISBN: 1452222282
Category : Business & Economics
Languages : en
Pages : 241
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Book Description
The Psychology of Decision Making provides an overview of decision making as it relates to management, organizational behavior issues, and research. This engaging book examines the way individuals make decisions as well as how they form judgments privately and in the context of the organization. It also discusses the interplay of group and institutional dynamics and their effects upon the decisions made within and on the behalf of organizations.
Author: Gerard P. Hodgkinson
Publisher: Oxford University Press, USA
ISBN: 0199290466
Category : Business & Economics
Languages : en
Pages : 651
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Book Description
The Oxford Handbook of Decision-Making comprehensively surveys theory and research on organizational decision-making, broadly conceived. Emphasizing psychological perspectives, while encompassing the insights of economics, political science, and sociology, it provides coverage at theindividual, group, organizational, and inter-organizational levels of analysis. In-depth case studies illustrate the practical implications of the work surveyed.Each chapter is authored by one or more leading scholars, thus ensuring that this Handbook is an authoritative reference work for academics, researchers, advanced students, and reflective practitioners concerned with decision-making in the areas of Management, Psychology, and HRM.Contributors: Eric Abrahamson, Julia Balogun, Michael L Barnett, Philippe Baumard, Nicole Bourque, Laure Cabantous, Prithviraj Chattopadhyay, Kevin Daniels, Jerker Denrell, Vinit M Desai, Giovanni Dosi, Roger L M Dunbar, Stephen M Fiore, Mark A Fuller, Michael Shayne Gary, Elizabeth George,Jean-Pascal Gond, Paul Goodwin, Terri L Griffith, Mark P Healey, Gerard P Hodgkinson, Gerry Johnson, Michael E Johnson-Cramer, Alfred Kieser, Ann Langley, Eleanor T Lewis, Dan Lovallo, Rebecca Lyons, Peter M Madsen, A. John Maule, John M Mezias, Nigel Nicholson, Gregory B Northcraft, David Oliver,Annie Pye, Karlene H Roberts, Jacques Rojot, Michael A Rosen, Isabelle Royer, Eugene Sadler-Smith, Eduardo Salas, Kristyn A Scott, Zur Shapira, Carolyne Smart, Gerald F Smith, Emma Soane, Paul R Sparrow, William H Starbuck, Matt Statler, Kathleen M Sutcliffe, Michal Tamuz , Teri JaneUrsacki-Bryant, Ilan Vertinsky, Benedicte Vidaillet, Jane Webster, Karl E Weick, Benjamin Wellstein, George Wright, Kuo Frank Yu, and David Zweig.
Author: Frédéric Adam
Publisher: CRC Press
ISBN: 1000543102
Category : Business & Economics
Languages : en
Pages : 245
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Book Description
Managers in organisations must make rational decisions. Rational decision making is the opposite of intuitive decision making. It is a strict procedure utilising objective knowledge and logic. It involves identifying the problem to solve, gathering facts, identifying options and outcomes, analysing them, considering all the relationships and selecting the decision. Rational decision making requires support: methods and software tools. The identification of the problem to solve needs methods that would measure and evaluate the current situation. Identification and evaluation of options and analysis of the available possibilities involves analysis and optimisation methods. Incorporating intuition into rational decision making needs adequate methods that would translate ideas or observed behaviours into hard data. Communication, observation and opinions recording is hardly possible today without adequate software. Information and data that form the input, intermediate variables and the output must be stored, managed and made accessible in a user-friendly manner. Rational Decisions in Organisations: Theoretical and Practical Aspects presents selected recent developments in the support of the widely understood rational decision making in organisations, illustrated through case studies. The book shows not only the variety of perspectives involved in decision making, but also the variety of domains where rational decision support systems are needed. The case studies present decision making by medical doctors, students and managers of various universities, IT project teams, construction companies, banks and small and large manufacturing companies. Covering the richness of relationships in which the decisions should and must be taken, the book illustrates how modern organisations operate in chains and networks; they have multiple responsibilities, including social, legal, business and ethical duties. Nowadays, managers in organisations can make transparent decisions and consider a multitude of stakeholders and their diverse features, incorporating diverse criteria, using multiple types and drivers of information and decision-making patterns, and referring to numerous lessons learned. As the book makes clear, the marriage of theoretical ideas with the possibilities offered by technology can make the decisions in organisations more rational and, at the same time, more human.
Author: Kazuhito Isomura
Publisher: Springer Nature
ISBN: 981162979X
Category : Business & Economics
Languages : en
Pages : 119
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Book Description
This book explains Chester Barnard’s management theory clearly, faithfully, and systematically. When Barnard published The Functions of the Executive in 1938, it caused a paradigm shift in the research area of management. He aimed to clarify what executives should do, and how and why, as he argued that executive functions and processes are deeply related to specialization, incentive, authority and communication, decision making, and responsibility and leadership. Thus, The Functions of the Executive is essential reading for management students. This book serves as an introductory guide for undergraduate and graduate students to help them understand Barnard’s management theory. In addition, the book enables researchers to understand how Barnard developed his theory. He accumulated a great amount of experience in managing diverse organizations in both the private and public sectors. Then he gradually shifted his focus from scalar organizations, authority, and vertical communication to lateral organizations, responsibility, and horizontal communication. Finally, this book offers businesspeople helpful insights to create an innovative style of management. As a practitioner, Barnard recognized not only the importance of science but also that of art and value. Experienced businesspeople use not only formal knowledge but also their behavioral and personal knowledge, intuition, business sense, value, and executive art to understand the whole situation, balance conflicting factors, and produce creative solutions. Thus, this book also explores the management abilities that businesspeople need to develop.
Author: Davide Secchi
Publisher: Springer Science & Business Media
ISBN: 144197542X
Category : Business & Economics
Languages : en
Pages : 166
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Book Description
“How do people make decisions in organizations?” is the question at the core of this book. Do people act rationally? Under what conditions can information and knowledge be shared to improve decision making? Davide Secchi applies concepts and theories from cognitive science, organizational behavior, and social psychology to explore the dynamics of decision making. In particular, he integrates “bounded rationality” (people are only partly rational; they have (a) limited computational capabilities and (b) limited access to information) and “distributed cognition” (knowledge is not confined to an individual, but is distributed across the members of a group) to build upon the pioneering work of Herbert Simon (1916-2001) on rational decision making and contribute fresh insights. This book is divided into two parts. The first part (Chapters 2 to 5) explores how recent studies on biases, prospect theory, heuristics, and emotions provide the so-called “map” of bounded rationality. The second part (Chapter 6 to 8) presents the idea of extendable rationality. In this section, Secchi identifies the limitations of bounded rationality and focuses more heavily on socially-based decision processes and the role of “docility” in teaching, managing, and executing decisions in organizations. The practical implications extend broadly to issues relating to change and innovation, as organizations adapt to evolving market conditions, implementing new systems, and effectively managing limited resources. The final chapter outlines an agenda for future research to help understand the decision making characteristics and capabilities of an organization.
Author: Giovanni Parmigiani
Publisher: John Wiley & Sons
ISBN:
Category : Business & Economics
Languages : en
Pages : 416
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Book Description
Decision theory provides a formal framework for making logical choices in the face of uncertainty. Given a set of alternatives, a set of consequences, and a correspondence between those sets, decision theory offers conceptually simple procedures for choice. This book presents an overview of the fundamental concepts and outcomes of rational decision making under uncertainty, highlighting the implications for statistical practice. The authors have developed a series of self contained chapters focusing on bridging the gaps between the different fields that have contributed to rational decision making and presenting ideas in a unified framework and notation while respecting and highlighting the different and sometimes conflicting perspectives. This book: * Provides a rich collection of techniques and procedures. * Discusses the foundational aspects and modern day practice. * Links foundations to practical applications in biostatistics, computer science, engineering and economics. * Presents different perspectives and controversies to encourage readers to form their own opinion of decision making and statistics. Decision Theory is fundamental to all scientific disciplines, including biostatistics, computer science, economics and engineering. Anyone interested in the whys and wherefores of statistical science will find much to enjoy in this book.
Author: Ira Horowitz
Publisher: Springer Science & Business Media
ISBN: 940092514X
Category : Business & Economics
Languages : en
Pages : 299
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Book Description
Ira Horowitz Depending upon one's perspective, the need to choose among alternatives can be an unwelcome but unavoidable responsibility, an exciting and challenging opportunity, a run-of-the-mill activity that one performs seem ingly "without thinking very much about it," or perhaps something in between. Your most recent selections from a restaurant menu, from a set of jobs or job candidates, or from a rent-or-buy or sell-or-Iease option, are cases in point. Oftentimes we are involved in group decision processes, such as the choice of a president, wherein one group member's unwelcome responsibility is another's exciting opportunity. Many of us that voted in the presidential elections of both 1956 and 1984, irrespective of political affiliation, experienced both emotions; others just pulled the lever or punched the card without thinking very much about it. Arriving at either an individual or a group decision can sometimes be a time consuming, torturous, and traumatic process that results in a long regretted choice that could have been reached right off the bat. On other occasions, the "just let's get it over with and get out of here" solution to a long-festering problem can yield rewards that are reaped for many 1 ORGANIZATION AND DECISION THEORY 2 years to come. One way or another, however, individuals and organiza tions somehow manage to get the decision-making job done, even if they don't quite understand, and often question, just how this was accomplished.
