Managerial decision making
著者
書誌事項
Managerial decision making
（History of management thought）
Dartmouth, c1995
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注記
Includes bibliographical references and index
内容説明・目次
内容説明
This work on the history of management thought covers strategic agenda building; an analysis of "muddling through"; the structure of power; decision-making by objection; the escalation of commitment; conceptual models and the Cuban missile crisis; and information control as a power resource.
目次
- 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.
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