
Decision Analysis for Management Judgment
Wiley (Publisher)
3rd Edition
Published on 16. December 2003
Book
Paperback/Softback
492 pages
978-0-470-86108-0 (ISBN)
Article exhausted; check for reprint
Description
This updated classic offers unrivalled coverage of the problems associated with unaided managerial decision making and the decision analysis methods designed to overcome them, all presented and explained in a straightforward manner. The Third Edition is extensively updated and reflects new developments such as "fast and frugal heuristics" and "structured risk management."
More details
Edition
3., Auflage
Language
English
Place of publication
Chichester
United Kingdom
Publishing group
John Wiley and Sons Ltd
Target group
Professional and scholarly
Edition type
Revised edition
Illustrations
Illustrations
Dimensions
Height: 24.4 cm
Width: 16.8 cm
Thickness: 26 mm
Weight
842 gr
ISBN-13
978-0-470-86108-0 (9780470861080)
Schweitzer Classification
Other editions
New editions

Paul Goodwin | George Wright
Decision Analysis for Management Judgment
Book
09/2009
4th Edition
Wiley
€65.90
Article exhausted; check for reprint
Previous edition

Paul Goodwin | George Wright
Decision Analysis for Management Judgement
Book
09/1999
2nd Edition
Wiley
€37.90
Article exhausted; check for reprint
Persons
Paul Goodwin is Senior Lecturer in Management Science in the Management School at the University of Bath. His research interests focus on the role of management judgment in forecasting and decision-making, and he has published in key journals in the field. He is an Associate Editor of the International Journal of Forecasting and a member of the editorial board of the Journal of Behavioral Decision Making. He has consulted with firms such as British Telecom and South Western Electricity.
George Wright is a psychologist with an interest in the role and validity of judgment in decision making and forecasting. He is especially interested in the use of management science- and behaviorally-based methods to improve decision-making. He has published in key journals, and is the Editor of the Journal of Behavioral Decision Making. He has consulted with firms such as IBM, ICL, NEC, Petronas, Jordan Ministry of Planning, and the Scottish Football Association.
George Wright is a psychologist with an interest in the role and validity of judgment in decision making and forecasting. He is especially interested in the use of management science- and behaviorally-based methods to improve decision-making. He has published in key journals, and is the Editor of the Journal of Behavioral Decision Making. He has consulted with firms such as IBM, ICL, NEC, Petronas, Jordan Ministry of Planning, and the Scottish Football Association.
Content
Foreword Lawrence D. Phillips.
Preface.
Chapter 1: Introduction.
Chapter 2: How people make decisions involving multiple objectives.
Chapter 3: Decisions involving multiple objectives: SMART.
Chapter 4: Introduction to probability.
Chapter 5: Decision making under uncertainty.
Chapter 6: Decision trees and influence diagrams.
Chapter 7: Applying simulation to decision problems.
Chapter 8: Revising judgments in the light of new information.
Chapter 9: Biases in probability assessment.
Chapter 10: Methods for eliciting probabilities.
Chapter 11: Risk and uncertainty management.
Chapter 12: Decisions involving groups of individuals.
Chapter 13: Resource allocation and negotiation problems.
Chapter 14: Decision framing and cognitive inertia.
Chapter 15: Scenario planning: an alternative way of dealing with uncertainty.
Chapter 16: The analytic hierarchy process.
Chapter 17: Alternative decision-support systems.
Suggested answers to selected questions.
Index.
Preface.
Chapter 1: Introduction.
Chapter 2: How people make decisions involving multiple objectives.
Chapter 3: Decisions involving multiple objectives: SMART.
Chapter 4: Introduction to probability.
Chapter 5: Decision making under uncertainty.
Chapter 6: Decision trees and influence diagrams.
Chapter 7: Applying simulation to decision problems.
Chapter 8: Revising judgments in the light of new information.
Chapter 9: Biases in probability assessment.
Chapter 10: Methods for eliciting probabilities.
Chapter 11: Risk and uncertainty management.
Chapter 12: Decisions involving groups of individuals.
Chapter 13: Resource allocation and negotiation problems.
Chapter 14: Decision framing and cognitive inertia.
Chapter 15: Scenario planning: an alternative way of dealing with uncertainty.
Chapter 16: The analytic hierarchy process.
Chapter 17: Alternative decision-support systems.
Suggested answers to selected questions.
Index.