Description

Book Synopsis
A rich, realistic, and useful analysis of the problems of decision making in an organization. This text introduces the student to the more important concepts of both organization theory and decision theory as they apply to managing decisions.

Table of Contents
Foreword. Acknowledgments. Preface. 1. They Have Sown the Wind, and They Shall Reap the Whirlwind. 2 .Managerial Problems: The Emergence of Meaning. What Are the Problems? Are the Problems Clearly Defined? The Flow of Information. Making Sense of the Pieces. Creating Problems: An Overview. 3. Priorities for Action. To Act or Not to Act. What to Work On: Some Words of Advice. 4. Into Action. Contextual Factors Affecting the Type of Action. Action: Quick or Convoluted. Implications for Managerial Effectiveness. 5. Victory or Defeat. After Action, Then What? The Ambiguity of Action and Consequences. Consequences, While Ambiguous, Do Matter. Living with the Results. 6. Awash in Decision Streams: Implications for Staying Afloat. There Are Some Things No One Can Do Much About. Some Things Individual Managers Can Do Something About. Some Things the Organization Can Do Something About. References. Notes. Index.

Whatever it Takes The Realities of Managerial

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    A Paperback by Jr. McCall Morgan, Robert Kaplan

    £999.99

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      Book details

      Publisher Pearson Education (US)
      Published 2 January 1990
      ISBN-13 9780139521362
      978-0139521362
      ISBN-10 0139521364
      Also in:
      Business mathematics and systems

      Description

      Book Synopsis
      A rich, realistic, and useful analysis of the problems of decision making in an organization. This text introduces the student to the more important concepts of both organization theory and decision theory as they apply to managing decisions.

      Table of Contents
      Foreword. Acknowledgments. Preface. 1. They Have Sown the Wind, and They Shall Reap the Whirlwind. 2 .Managerial Problems: The Emergence of Meaning. What Are the Problems? Are the Problems Clearly Defined? The Flow of Information. Making Sense of the Pieces. Creating Problems: An Overview. 3. Priorities for Action. To Act or Not to Act. What to Work On: Some Words of Advice. 4. Into Action. Contextual Factors Affecting the Type of Action. Action: Quick or Convoluted. Implications for Managerial Effectiveness. 5. Victory or Defeat. After Action, Then What? The Ambiguity of Action and Consequences. Consequences, While Ambiguous, Do Matter. Living with the Results. 6. Awash in Decision Streams: Implications for Staying Afloat. There Are Some Things No One Can Do Much About. Some Things Individual Managers Can Do Something About. Some Things the Organization Can Do Something About. References. Notes. Index.

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