The Managerial Decision-Making Process / Edition 5
  • The Managerial Decision-Making Process / Edition 5
  • The Managerial Decision-Making Process / Edition 5

The Managerial Decision-Making Process / Edition 5

by E. Harrison
     
 

Rather than present decision making strictly as a quantitative science, this text views it as a multidimensional process involving values, psychology, sociology, social psychology, and politics. Using a process model—a focus on the process of a decision rather than the outcome—the book presents a variety of perspectives useful for making and evaluating

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Overview

Rather than present decision making strictly as a quantitative science, this text views it as a multidimensional process involving values, psychology, sociology, social psychology, and politics. Using a process model—a focus on the process of a decision rather than the outcome—the book presents a variety of perspectives useful for making and evaluating decisions in all kinds of organizations.

Product Details

ISBN-13:
9780395908211
Publisher:
Cengage Learning
Publication date:
10/01/1998
Edition description:
Subsequent
Pages:
555
Sales rank:
858,063
Product dimensions:
7.60(w) x 9.20(h) x 1.00(d)

Table of Contents

Note: Each chapter contains a Summary, Review and Discussion Questions, Notes, and Supplemental References. I. Foundations of Managerial Decision Making 1. An Overview of Decision Making Profile of a Decision Decision Making and Problem Solving The Significance of Decision Making Decision Making: A Generic Process Decision Theory The Scope of Decision Making A Typology of Decisions The Locus of Choice Managerial Aspects of Decision Making Perspectives on Managerial Decision Making The Practice of Decision Making 2. The Decision-Making Process Nature of the Process Setting Managerial Objectives Searching for Alternatives Comparing and Evaluations Alternatives The Act of Choice Implementing Decisions Follow-up and Control 3. Rational Decision Making Rational Verses Nonrational Behavior The Concept of Maximizing Behavior The Case for Maximizing Behavior The Case Against Maximizing Behavior The Concept of Satisficing Behavior The Case for Satisficing Behavior The Case Against Satisficing Behavior 4. Values for Decision Making The Concept of Values The Hierarchy of Values Classification of Values Managerial Values Ethical Behavior Value Conflicts Value Judgments II. Interdisciplinary Aspects of Managerial Decision Making 5. Eclectic Approaches to Decision Making Decision-Making Models Behavioral Disciplines for Decision Making Quantitative Disciplines for Decision Making The Fusion of Behavioral and Quantitative Disciplines for Decision Making 6. The Psychology of Decision Making Personality in Decision Making Willingness to Accept Risk in Choice Behavior Perception in Decision Making Subconscious Influences on Decision Making 7. The Sociology of Decision Making Profile on a Group Theories of Group Behavior Group Norms and Conformity Group Structure Group Communication Characteristics of Effective Groups Groupthink Group Decision-Making Perspectives Group Decision-Making Profiles 8. The Social Psychology of Decision Making Individual Verses Group Decision Making Conflict in Decision Making Participation in Decision Making Gender Differences and Similarities in Decision Making 9. Political Aspects of Decision Making A Profile of Power The Managerial Decision-Making Class Conceptual Foundations of Political Power Profiles of Political Power in Decision Making Dimensions of Managerial Decision-Making Power Constraints on Managerial Decision Making Power III. Foundations of Strategic Decision Making 10. Strategic Decision Perspectives The Nature of Strategic Decisions The Environment of Strategic Decision Making Uncertainty in Strategic Decision Making The Concept of Strategic Gap The Variations of Strategic Gap The Strategic Decision-Making Process 11. Strategic Decision Success A Profile of Decision Success Determinants of Strategic Decision Success A Model for Strategic Decision Success A Composite Approach to the Evaluation of Strategic Decision Success IV. Implementing Strategic Decisions 12. Case Set No. 1: The Cuban Missile Crisis and the Iranian Hostage Crisis The Cuban Missile Crisis: A Perspective The Decision-Making Process in the Cuban Missile Crisis Special Evaluation of the Cuban Missile Crisis The Iranian Hostage Crisis: A Perspective The Decision-Making Process in the Iranian Hostage Crisis Comparative Case Determinants of Strategic Decision Success Comparative Case Classification of Strategic Decision Success 13. Case Set No. 2: The Chrysler Bailout Decision and the Challenger Disaster The Chrysler Bailout Decision: A Perspective The Strategic Gap at Chrysler The Decision-Making Process in the Chrysler Bailout Decision The Challenger Disaster: A Perspective The Decision-Making Process in the Challenger Disaster Comparative Case Determinants of Strategic Decision Success Comparative Case Classifications of Strategic Decision Success 14. Case Set No. 3: General Motors and Philip Morris General Motors: A Perspective The Strategic Gap at General Motors in 1978 The Decision-Making Process at General Motors Philip Morris: A Perspective The Strategic Gap at Philip Morris in 1984 The Decision-Making Process at Philip Morris Comparative Case Determinants of Strategic Decision Success Comparative Case Classifications of Strategic Decision Success 15. Case Set No. 4: The Walt Disney Company The Walt Disney Company: A Perspective The Strategic Gap at Disney in 1990 The Decision-Making Process for Eurodisney The Strategic Gap at Disney in 1995 The Decision-Making Process for Capital Cities/ABC Comparative Case Determinants of Strategic Decision Success Comparative Case Classifications of Strategic Decision Success

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