Description

Book Synopsis
James McGrath worked as an accountant and senior manager in industry, local government and as a self-employed management consultant before becoming Course Director for the MA in Education and Professional Development at the City of Birmingham University.

Table of Contents
  • Chapter 1 - The principles of decision making
  • Introduction
  • Model 1: Townsend’s rules of decision making
  • Model 2: The McNamara fallacy - The vital information that decision makers ignore
  • Model 3: Using quantitative (hard) and qualitative (soft) data in decision making
  • Model 4: Kreiner and Christensen the consequence model
  • Model 5: Tenenbaum and Schmid’s decision making spectrum
  • Model 6: Roger and Blenko’s rapid decision making model
  • Model 7: Cognitive mapping - understanding how your colleagues think
  • Model 8: Tacit knowledge and decision making
  • Model 9: The standard decision making model
  • Conclusion
  • Chapter 2 - Using data in decision making
  • Introduction
  • Model 10: The Pareto principle and the important vital few
  • Model 11: Lewin’s force field analysis of the support and opposition to a decision
  • Model 12: Scenario analysis and charting possible futures
  • Model 13: Delphic forecasting and how to firm up predictions
  • Model 14: Johnson, Scholes and Wittingham mapping stakeholder’s reactions
  • Model 15: Egan’s shadow side model - dealing with the politics of decisions
  • Model 16: The SCAMPER model and finding creative solutions
  • Model 17: De Bono’s six thinking hats - generating different perspectives
  • Conclusions
  • Chapter 3 - Enhancing your decision making skills
  • Intrduction
  • Model 18: The Eisenhower principle and the delegation of decisions
  • Model 19: The feedback and criticism grid
  • Model 20: Learning to think outside the box
  • Model 21: Goleman: Using emotional intelligence to make better decisions
  • Model 22: Sumantra and Bruch reclaiming your job
  • Conclusion
  • Chapter 4 - Decisions models about you
  • Introduction
  • Model 23: Christensen’s strategy for a happy life
  • Model 24: The making – of you model and how your past influences the present
  • Model 25: The rubber band model - what holds you back and pulls you forward?
  • Model 26: The crossroads model and which road to follow next
  • Model 27: The personal performance model and job satisfaction
  • Model 28: Csikzenmihalyi’s flow model and the joy of working in ‘the zone’
  • Model 29: Maslow’s Pyramids - what you want and what you need
  • Model 30: The Euffe Elbaek model - a guide to your personality
  • Model 31: Johari windows - a guide to your personality
  • Model 32: The personal potential trap and how to avoid becoming a prisoner of other peoples’ expectations
  • Model 33: Your attitude to risk
  • Conclusion
  • Chapter 5 - Decision Models about other people
  • Introduction
  • Model 34: Goffee and Jones - why should anyone be led by you?
  • Model 35: Hersey and Blanchard’s situational leadership model
  • Model 36: Manzoni and Barsoux - how managers set staff up to fail
  • Model 37: Denseraeu, Graen and Haga - how managers set staff up to succeed
  • Model 38: Herzberg’s motivation and hygiene theory - choosing the right carrots
  • Model 39: The feedback sandwich - delivering negative feedback
  • Model 40: McGregor’s features of effective and ineffective teams
  • Model 41: The team model - building a well balanced team
  • Conclusion
  • Cha

Little Book of Big Decision Models The

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    A Paperback by James McGrath

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      Publisher: Pearson Education
      Publication Date: 11/5/2015 12:00:00 AM
      ISBN13: 9781292098364, 978-1292098364
      ISBN10: 1292098368
      Also in:
      Business, Finance & Law Business strategy Management and management techniques Management of specific areas

      Description

      Book Synopsis
      James McGrath worked as an accountant and senior manager in industry, local government and as a self-employed management consultant before becoming Course Director for the MA in Education and Professional Development at the City of Birmingham University.

      Table of Contents
      • Chapter 1 - The principles of decision making
      • Introduction
      • Model 1: Townsend’s rules of decision making
      • Model 2: The McNamara fallacy - The vital information that decision makers ignore
      • Model 3: Using quantitative (hard) and qualitative (soft) data in decision making
      • Model 4: Kreiner and Christensen the consequence model
      • Model 5: Tenenbaum and Schmid’s decision making spectrum
      • Model 6: Roger and Blenko’s rapid decision making model
      • Model 7: Cognitive mapping - understanding how your colleagues think
      • Model 8: Tacit knowledge and decision making
      • Model 9: The standard decision making model
      • Conclusion
      • Chapter 2 - Using data in decision making
      • Introduction
      • Model 10: The Pareto principle and the important vital few
      • Model 11: Lewin’s force field analysis of the support and opposition to a decision
      • Model 12: Scenario analysis and charting possible futures
      • Model 13: Delphic forecasting and how to firm up predictions
      • Model 14: Johnson, Scholes and Wittingham mapping stakeholder’s reactions
      • Model 15: Egan’s shadow side model - dealing with the politics of decisions
      • Model 16: The SCAMPER model and finding creative solutions
      • Model 17: De Bono’s six thinking hats - generating different perspectives
      • Conclusions
      • Chapter 3 - Enhancing your decision making skills
      • Intrduction
      • Model 18: The Eisenhower principle and the delegation of decisions
      • Model 19: The feedback and criticism grid
      • Model 20: Learning to think outside the box
      • Model 21: Goleman: Using emotional intelligence to make better decisions
      • Model 22: Sumantra and Bruch reclaiming your job
      • Conclusion
      • Chapter 4 - Decisions models about you
      • Introduction
      • Model 23: Christensen’s strategy for a happy life
      • Model 24: The making – of you model and how your past influences the present
      • Model 25: The rubber band model - what holds you back and pulls you forward?
      • Model 26: The crossroads model and which road to follow next
      • Model 27: The personal performance model and job satisfaction
      • Model 28: Csikzenmihalyi’s flow model and the joy of working in ‘the zone’
      • Model 29: Maslow’s Pyramids - what you want and what you need
      • Model 30: The Euffe Elbaek model - a guide to your personality
      • Model 31: Johari windows - a guide to your personality
      • Model 32: The personal potential trap and how to avoid becoming a prisoner of other peoples’ expectations
      • Model 33: Your attitude to risk
      • Conclusion
      • Chapter 5 - Decision Models about other people
      • Introduction
      • Model 34: Goffee and Jones - why should anyone be led by you?
      • Model 35: Hersey and Blanchard’s situational leadership model
      • Model 36: Manzoni and Barsoux - how managers set staff up to fail
      • Model 37: Denseraeu, Graen and Haga - how managers set staff up to succeed
      • Model 38: Herzberg’s motivation and hygiene theory - choosing the right carrots
      • Model 39: The feedback sandwich - delivering negative feedback
      • Model 40: McGregor’s features of effective and ineffective teams
      • Model 41: The team model - building a well balanced team
      • Conclusion
      • Cha

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