Managerial Decision Making

Part 1: Understanding strategic agenda building and its implications for managing change, Jane E. Dutton; the science of muddling through, C. Lindblom; observation of a business decision, R.M. Cyert et al; the structure of "unstructured" decision processes, H. Mintzberg et al; Decision and organization - processes of strategic decision-making and their explanation, D.J. Hickson et al; electricity and resistance - a case study of innovation and politics, D.C. Wilson; a garbage can model of organizational choice, M.D. Cohen et al; studying deciding - an exchange of views, H. Mintzberg et al. Part 2: the two faces of power, P. Bachrach and M.S. Baratz; types of organizational decision processes, P. Nutt; decision-making by objection and the Cuban missile crisis, P.A. Anderson; the technology of foolishness, J.G. March. Part 3: identifying and appraising how managers install strategies, P.C. Nutt; the escalation of commitment to a course of action, B.M. Staw. Part 4: conceptual models and the Cuban missile crisis, G.T. Allison; information control as a power resource, A.M. Pettigrew; a strategic contingencies theory of intraorganizational power, D.J. Hickson et al; radical revisions - power, discipline and organizations, S.R. Clegg; implanted decision-making - American owned firms in Britain, G.R. Mallory et al.