Categories Pricing Corporate
Professional eBook

Why People Make Irrational Decisions

0 Commentaires
42
Language:  English
One of the main reason’s managers make irrational decisions is that they don’t follow a logical systematic process for important decisions and sometimes over rely on heuristics for routine ones.
Abonnement Pro Plus gratuit pour les 30 premiers jours, puis $8.99/mois
Lisez ce livre avec notre eReader, sans pubs
Description
Contenu

One of the main reasons’ managers make irrational decisions is that they don’t follow a logical systematic process when making significant decisions and usually neglect to identify the problem clearly, generate alternatives and collect sufficient data. Generally, managers are hindered by insufficient data, limited time, and intellectual capacity. Also, they over-rely on heuristics for routine decisions. A thoughtful systematic process of decision-making will help managers counteract these problems.

About the author

Samuel A Malone is a self-employed training consultant, lecturer and author. He is the author of 21 books published in Ireland, the UK and abroad on learning, personal development, study skills and business management. Some of his books have gone into foreign translations and second editions. He has an M.Ed. with distinction (in training and development) from the University of Sheffield and is a qualified Chartered Management Accountant (ACMA), Chartered Global Management Accountant (CGMA) and a Chartered Secretary (ACIS). He is a fellow of the Irish Institute of Training and Development (FIITD).

  • About the Author
  • Introduction
  1. Rational Decision-making Model
    1. Decision-making skills
    2. Identify the problem
    3. Establish and weigh decision criteria
    4. Generate and evaluate alternatives
    5. Choose and implement the best alternative
    6. Evaluate the decision
    7. Conclusion
    8. Summary Learning Map
  2. Behavioural Science Influencing Decision-making
    1. The SPACECAR Framework
    2. Other Behavioural Science Principles for Decision-making
    3. Conclusion
    4. Summary Learning Map
  • Acknowledgements
  • Reference and Bibliography

About the Author

Samuel A. Malone

Samuel A Malone is a self-employed training consultant, lecturer and author. He is the author of 21 books published in Ireland, the UK and abroad on learning, personal development, study skills and business management.  Some of his books have gone into foreign translations and second editions. He has an M.Ed. with distinction (in training and development) from the University of Sheffield and is a qualified Chartered Management Accountant (ACMA), Chartered Global Management Accountant (CGMA) and a Chartered Secretary (ACIS). He is a fellow of the Irish Institute of Training and Development (FIITD).