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Myths of Decision Making

Reassurance for Managers

43
Language:  English
A critical analysis of the ‘myths’ of decision making.
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Description
Content
book.tabs.learning objectives

This book explains the main theories by reference to literature and then these are de-constructed to show their deficiencies and so the ways in which managers can avoid these and so it provides reassurance that they don’t have to follow the kind of literature and memes which appear in books and the wider social media.

About the Author

Dr Neil H Ritson has a BSc First Class in Psychology, a UK Teaching Qualification (PGCE) an MBA and an MSc in Social Research. His PhD combines issues of flexibility, human resources and corporate strategies. He is a Chartered Fellow of the UK’s Chartered Institute of Personnel and Development. His managerial career has comprised roles in employee/industrial relations and management consultancy in the UK oil and engineering industries. Subsequently, in academic roles in various universities, he has published empirical papers concerning managerial and trade union strategies.

  • About the Author
  1. Introduction
  2. Myths of decision making: the literature and the model of rationality
    1. Who makes decisions?
    2. Where do these happen?
    3. Why?
    4. The Rational model
    5. Decision Trees
    6. Summary
  3. Definitions, Opposite views and basic reasoning
    1. Decision-making or Problem-solving
    2. Definitions of problem-solving
    3. Problem solving
    4. Problems bounded and unbounded
    5. Deciding to Decide
    6. Avoiding Action
    7. Research Flaws
    8. Omitted Contexts
    9. Summary
  4. Problems of rationality and the generation of other models
    1. Bounded Rationality
    2. Factors within Bounded Rationality
    3. Nonrational models
    4. Summary
  5. Critical aspects of the topic based on analysis of the deficiencies of the rational model
    1. Missing Elements
    2. Organisational Structure
    3. Group Decision Making
    4. Underlying Issues and Problems in the Rational Model
    5. Decision
    6. The Rational
    7. Identifying the problem
    8. Generating alternative solutions
    9. Evaluating and choosing an alternative
    10. Implementing and monitoring the chosen solution
    11. Summary
  6. Conclusions
    1. Managers
    2. Students
    3. Conclusions
  • References

Identify common misconceptions in managerial decision-making. Learn about alternative models to rational decision-making. Recognize the importance of power dynamics in decision processes. Gain insight into decision-making research and its application in management.

About the Author

Dr. Neil Ritson