Strategic Decision Making
A Best Practice Blueprint
Published on 19. October 2001
Book
Paperback/Softback
XIV, 142 pages
978-0-471-48699-2 (ISBN)
Description
Good decision making is crucial to good management and successful strategic planning. Sadly the decision making capabilities within organisations are often poor. Using a fascinating and very readable combination of psychological theory, pencil-and-paper thought problems, and material from contemporary media, George Wright demonstrates why high-profile strategic disasters occur and how to prevent your own organisation from making similar mistakes. Case studies include Marks & Spencer, Dyson, Baring's Bank and the Millennium Dome.
Reviews / Votes
".this series has much to commend it." (Modern Management, February 2002) ".a fascinating and readable combination of psychological theory, paper and pencil thought problems and quotations from contemporary media." (Productivity Digest, May 2002)More details
Product info
Paperback
Series
Edition
1. Auflage
Language
English
Place of publication
New York
United States
Target group
Professional and scholarly
Product notice
Paperback (trade)
Unsewn / adhesive bound
Dimensions
Height: 229 mm
Width: 152 mm
Thickness: 9 mm
Weight
242 gr
ISBN-13
978-0-471-48699-2 (9780471486992)
Schweitzer Classification
Person
George Wright has held Faculty positions at LBS and Leeds Business School, and is currently at Strathclyde Graduate School of Business, where he consults to major blue-chip clients such as Philips and IBM. He has conducted extensive research into the role of judgement in forecasting and decision making, with particular emphasis on the simplification strategies of managers which lead to poor decisions.
He has published both academic and trade books on forecasting and decision making, and contributed to various journals within the field. He founded the Journal of Behavioral Decision Making with Wiley in 1988 and is Associate Editor of the Wiley journal Journal of Forecasting and the journal International Journal of Forecasting.
He has published both academic and trade books on forecasting and decision making, and contributed to various journals within the field. He founded the Journal of Behavioral Decision Making with Wiley in 1988 and is Associate Editor of the Wiley journal Journal of Forecasting and the journal International Journal of Forecasting.
Content
Series Foreword by Digby Jones.
About the Author.
Preface.
Acknowledgements.
Challenging Routines.
Decision Making in Management Teams.
Overcoming Overconfidence.
How to Think with Scenarios.
Dealing with Decision Dilemmas.
Expectation and Decision Making.
How to Make Trade-offs.
Harnessing the Minds of Managers.
Notes.
Appendix A.
Appendix B.
Appendix C.
Index.