The managerial decision-making process /
E. Frank Harrison.
edition
5th ed.
imprint
Boston : Houghton Mifflin, c1999.
description
xiv, 555 p. : ill. ; 25 cm.
ISBN
0395908213
format(s)
Book
Holdings
Subjects
More Details
imprint
Boston : Houghton Mifflin, c1999.
isbn
0395908213
catalogue key
3393835
 
Includes bibliographical references (p. 503-536) and index.
A Look Inside
Summaries
Long Description
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.
Table of Contents
Note: Each chapter contains a Summary, Review and Discussion Questions, Notes, and Supplemental References
Foundations of Managerial Decision Making
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
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
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
Values for Decision Making
The Concept of Values
The Hierarchy of Values
Classification of Values
Managerial Values
Ethical Behavior Value
Conflicts Value Judgments
Interdisciplinary Aspects of Managerial Decision Making
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
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
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
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
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
Foundations of Strategic Decision Making
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
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
Implementing Strategic Decisions
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
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
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
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
Table of Contents provided by Publisher. All Rights Reserved.

This information is provided by a service that aggregates data from review sources and other sources that are often consulted by libraries, and readers. The University does not edit this information and merely includes it as a convenience for users. It does not warrant that reviews are accurate. As with any review users should approach reviews critically and where deemed necessary should consult multiple review sources. Any concerns or questions about particular reviews should be directed to the reviewer and/or publisher.

  link to old catalogue

Report a problem