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Getting it right. Volume two, How managers can make better decisions by using observations and anticipated actions / Howard Flomberg.

By: Material type: TextTextSeries: Quantitative approaches to decision making collectionPublisher: New York, New York (222 East 46th Street, New York, NY 10017) : Business Expert Press, [(c)2015.]Description: 1 online resource (iv, 56 pages) : illustrationsContent type:
  • text
Media type:
  • computer
Carrier type:
  • online resource
ISBN:
  • 9781631572036
Other title:
  • How managers can make better decisions by using observations and anticipated actions
Subject(s): Genre/Form: LOC classification:
  • HD30.23
Online resources: Available additional physical forms:
Contents:
Section 1. What's to come -- Section 2. Using observations and anticipated actions in decision-making -- Section 3. Selecting and using the right decision-making tools for the appropriate situation -- Index.
Abstract: Decision-making has been a black art for centuries. In the 20th Century, however, methods and procedures for decision-making have achieved some success, thanks to management science techniques. Making a decision is, by its very nature, a blend of qualitative and quantitative processes. Qualitative analysis is built around scrutiny of observed or anticipated actions. This research technique demands an analyst who can maintain an objective view of the situation. However, when we discuss quantitative analysis, we think of numbers and quantities. The mind wanders to counting, statistics and probabilities, an uncomfortable place for many. This has been the standard domain for decision theory for decades.
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Item type Current library Collection Call number URL Status Date due Barcode
Online Book (LOGIN USING YOUR MY CIU LOGIN AND PASSWORD) Online Book (LOGIN USING YOUR MY CIU LOGIN AND PASSWORD) G. Allen Fleece Library ONLINE HD30.23 (Browse shelf(Opens below)) Link to resource Available BEP11011864
Online Book (LOGIN USING YOUR MY CIU LOGIN AND PASSWORD) Online Book (LOGIN USING YOUR MY CIU LOGIN AND PASSWORD) G. Allen Fleece Library Non-fiction HD30.23 (Browse shelf(Opens below)) Link to resource Available 11011864

Includes bibliographies and index.

Section 1. What's to come -- Section 2. Using observations and anticipated actions in decision-making -- Section 3. Selecting and using the right decision-making tools for the appropriate situation -- Index.

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Decision-making has been a black art for centuries. In the 20th Century, however, methods and procedures for decision-making have achieved some success, thanks to management science techniques. Making a decision is, by its very nature, a blend of qualitative and quantitative processes. Qualitative analysis is built around scrutiny of observed or anticipated actions. This research technique demands an analyst who can maintain an objective view of the situation. However, when we discuss quantitative analysis, we think of numbers and quantities. The mind wanders to counting, statistics and probabilities, an uncomfortable place for many. This has been the standard domain for decision theory for decades.

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