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    Cooke, Steve
    Making management decisions [Текст] : second edition / Steve Cooke, Slack Nigel. - Hertfordsh : Prentice Hall International, 1991. - 330 с. - ISBN 0-13-543406-8 : Б. ц.
    Содержание:
Preface ... xv
Acknowledgements ... xvii
Part I Decisions and management
I Decision making in management . - С .3
Introduction . - С .3
Good and bad decisions . - С .3
The process of decision making . - С .4
Decision making or problem solving? . - С .4
Steps in the decisionmaking/problem-solving
process . - С .5
Recycling in the decision-making process . - С .8
The elements of a decision . - С .10
Element 1: The decision body . - С .11
Element 2: The decision options . - С .11
Element 3: The uncontrollable factors . - С .12
Element 4:The consequences . - С .13
Managers and decision making . - С .15
What is a manager? . - С .15
The range of managerial activity . - С .16
Management level . - С .18
Managerial activity and discretion . - С .19
The place of decision making in
management . - С .20
Types of management decision . - С .21
Strategic and operational decisions . - С .21
Unstructured and structured decisions . - С .23
Dependent and independent decisions . - С .24
Decision types and decision elements . - С .25
The decision environment . - С .26
Environment' defined . - С .28
Complexity, change and perceived uncertainty . - С .29
The extent of information available . - С .30
The time available . - С .31
The decision stimulus . - С .32
Managerial discretion . - С .32
Summary . - С .34
Case exercise: Rochem Limited . - С .35
Bibliography . - С .38
References . - С .39
Part II The decision makers
2 Individual decision behaviour . - С .43
Introduction . - С .43
Rational and non-rational behaviour . - С .43
Perception and the decision process . - С .45
Selective perception . - С .45
Closure mechanisms . - С .47
Values and value systems . - С .48
The construction of value systems . - С .48
Managerial values . - С .50
Values and the decision process . - С .52
Decision behaviour under uncertainly . - С .34
Assessment of probability . - С .55
Availability . - С .56
Acceptance of risk . - С .57
Propensity for risk . - С .58
Practical prescriptions . - С .59
Case exercise . - С .60
Bibliography . - С .61
References . - С .61
3 The social context . - С .63
Introduction . - С .63
Social needs as motivators . - С .63
Significant others . - С .64
Working within groups . - С .64
Work groups and decision making . - С .65
Group influences on individual behaviour . - С .66
Ambient stimuli . - С .67
Discretionary stimuli . - С .68
The importance of ambient and discretionary stimuli . - С .70
The dysfunctional consequences of group pressure . - С .70
The creation of norms of behaviour . - С .71
Group processes and decision making . - С .72
Group decision-making outcomes . - С .72
The move to group-acceptable decisions . - С .74
Decisions made by groups . - С .75
Group process and decision success . - С .76
Group decisions and risk taking . - С .77
Developing effective groups and teams . - С .79
The flexible role structure . - С .81
Organizing for an effective team . - С .81
The characteristics of an effective team . - С .84
Recruiting for the decision-making group . - С .85
Practical prescriptions . - С .87
Case exercise . - С .88
Bibliography . - С .89
References . - С .89
4 Decisions within the organization . - С .91
Introduction . - С .91
The concept of climate . - С .91
The dimensions of climate . - С .92
The interaction of dimensions . - С .96
Managing organizational climate . - С .96
Organization structure and decision making . - С .97
Information flow and structure . - С .98
Changing patterns of work attendance . - С .100
Status differences . - С .100
Communication networks . - С .100
Differences between networks . - С .101
Other findings related to decision making . - С .103
The development of open-channel networks . - С .104
Organizational growth and specialization of function . - С .104
Inter-group conflict . - С .104
The consequences of inter-group conflict . - С .105
Organizing for decision . - С .107
Deciding to decide . - С .107
The processes . - С .108
The collection and use of information . - С .108
Establishing sources of information . - С .109
Information needs in stable conditions . - С .110
Information needs in conditions of uncertainty . - С .110
Establishing the decision point . - С .111
The development of effective management styles . - С .113
Management style and decision effectiveness . - С .114
The choice of management style . - С .115
The need to be flexible . - С .119
Practical prescriptions . - С .120
Case exercise: Industrial Air Products Limited . - С .121
Bibliography . - С .123
References . - С .123
Part III Decision modelling
5 Modelling decisions . - С .127
Introduction . - С .127
Verbal descriptive models . - С .127
Analogue models . - С .128
Relationship models . - С .129
The process of modelling . - С .129
The variables in a decision model . - С .130
Cause—effect diagrams . - С .132
Mathematical models . - С .134
The uses of modelling . - С .135
Enhancing understanding . - С .135
Stimulating creativity . - С .136
Evaluating alternatives . - С .136
Some common decision models . - С .136
Linear programming models . - С .137
Queuing models . - С .139
Competitive models . - С .140
Heuristic models . - С .140
Simulation models . - С .143
Classifying decision models . - С .151
Using decision models . - С .152
When can decision models help? . - С .153
What makes for successful modelling? . - С .155
Practical prescriptions . - С .158
Case exercise: Northern Home Stores Limited . - С .159
Bibliography . - С .161
References . - С .161
6 Modelling uncertainty with decision trees . - С .163
Introduction . - С .163
Certainty, uncertainty and risk . - С .163
Incorporating uncertainty . - С .164
Quantifying uncertainty . - С .164
Discrete and continuous probabilities . - С .165
Cumulative probability distributions . - С .166
Manipulating probabilities . - С .168
The decision matrix . - С .171
The optimistic decision rule . - С .173
The pessimistic decision rule . - С .174
The regret decision rule . - С .174
The expected value decision rule . - С .176
Decision trees . - С .177
The outcome balance . - С .183
Including extra information in decision trees . - С .183
The value of the information . - С .190
The value of perfect information . - С .191
Practical prescriptions . - С .191
Case exercise 1: Orient Trading Company . - С .193
Case exercise 2: DeFrey Limited . - С .194
Bibliography . - С .195
References . - С .196
7 Modelling preference . - С .197
Modelling single attribute preference . - С .197
The utility of money . - С .197
Drawing the utility function . - С .199
Some utility functions . - С .203
Expected utility versus expected monetary value . - С .203
Modelling multi-attribute preference . - С .207
The three modelling conditions . - С .208
Overall preference methods . - С .208
Modelling separate preference . - С .213
Practical prescriptions . - С .215
Case exercise: Jarlson Office Equipment Limited . - С .216
Bibliography . - С .218
References . - С .219
Part IV Decision practice
8 Getting objectives straight . - С .223
Introduction . - С .223
The hierarchy of objectives . - С .223
Contribution and competitiveness . - С .224
Linking objectives . - С .225
Setting decision objectives . - С .227
Objectives should be clear . - С .227
Objectives should be agreed . - С .228
Objectives should be related . - С .229
Objectives should balance the long and short term . - С .231
Objectives should include the intrinsic . - С .232
Objectives should be comprehensive . - С .234
Practical prescriptions . - С .234
Case exercise: Birmingham Amusement Machines . - С .235
Bibliography . - С .237
References . - С .237
9 Understanding the problem . - С .238
Introduction . - С .238
Sorting out the problem . - С .238
A two-stage process . - С .239
Data collection techniques . - С .239
Input—output analysis . - С .239
Flow charts . - С .244
Systematic fact finding . - С .246
Analysis and interpretation techniques . - С .247
Scatter diagrams . - С .247
Cause—effect diagrams . - С .249
Pareto diagrams . - С .252
Why-Why analysis . - С .254
Practical prescriptions . - С .255
Bibliography . - С .257
References . - С .257
10 Generating the options . - С .258
Introduction . - С .258
Creativity in decision making . - С .258
Creativity as a widespread activity . - С .259
Creativity and decision making . - С .259
Blocks to creativity in organizational decisionmaking . - С .261
Individual and organizational creativity . - С .263
The creative individual . - С .263
The creative organization . - С .264
The link between the individual and the organization . - С .266
Recruitment or development? . - С .266
The creative management strategy . - С .268
Control and reward systems . - С .268
A supportive personal style . - С .270
Management as a creative activity . - С .270
Techniques for creative problem solving . - С .272
Basic rules for creativity techniques . - С .272
Conditions which aid creativity . - С .273
Analytical techniques . - С .274
Case exercise . - С .275
Techniques for aiding creative thinking . - С .275
Group techniques . - С .276
Case exercise . - С .277
Case exercise . - С .278
Reliance on techniques . - С .279
Practical prescriptions . - С .280
Bibliography . - С .280
References . - С .281
11 Evaluating the options . - С .282
Introduction . - С .282
Which factors? . - С .282
Evaluating feasibility . - С .283
Assessing skills requirements . - С .283
Assessing capacity requirements . - С .284
Assessing financial requirements . - С .285
The degree of change in resource requirements . - С .287
Assessing 'degree of fit . - С .287
Evaluating acceptability . - С .288
Assessing operational impact . - С .288
Assessing financial impact . - С .289
Evaluating vulnerability . - С .296
Downside risk . - С .297
The risk return diagram . - С .297
Assessing future flexibility . - С .299
Practical prescriptions . - С .301
Case exercise: Buxton Transport Company . - С .302
Bibliography . - С .304
References . - С .304
12 Making a choice . - С .305
Introduction . - С .305
Evaluation and choice merge . - С .305
Decidophobia . - С .305
Better than what? . - С .306
Historical standards . - С .307
External standards . - С .307
Absolute standards . - С .308
The do-nothing standard . - С .308
Which standard? . - С .309
How feasible? How acceptable? . - С .310
Confidence and consensus . - С .312
Confidence in the evaluation . - С .312
Consensus on objectives . - С .313
The choice process . - С .314
Choice by computation . - С .314
Choice by judgement . - С .316
Choice by negotiation . - С .318
Choice by creative 'inspiration . - С .318
Practical prescriptions . - С .320
Bibliography . - С .321
References . - С .321
Appendix . - С .322
Author Index . - С .323
Subject Index . - С .326
УДК

Кл.слова (ненормированные):
Менеджмент -- Management -- Менеджмент -- Ризик -- Risk -- Риск
Аннотация: Second Edition combines the
techniques of both behavioural sciences and quantative methods to analyse managerial decision making, and to provide practice advice. It contains many examples of real decisions taken in a wide range of organizations, and applies the concepts and theories of decision making by means of case studies
and exercises.
a more prescriptive approach in recommending good practice simplification of the basic decision model more emphasis on the cyclical nature of decision making the idea of decision making as a process of exploration and contraction - expansion when exploration is required, and contraction when there is a need for initiation of events and action


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Nigel, Slack
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