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Making tough decisions well and badly = framing, deciding, implementing, assessing /

Record Type:	Language materials, printed : Monograph/item
Title/Author:	Making tough decisions well and badly/ edited by Arch G. Woodside.
Reminder of title:	framing, deciding, implementing, assessing /
other author:	Woodside, Arch G.
Published:	Bingley :Emerald Group Publishing, : 2016.,
Description:	1 online resource (ix, 116 p.) :ill. :
Subject:	Business - Decision making. -
Online resource:	http://www.emeraldinsight.com/doi/book/10.1108/S1069-0964201624
ISBN:	9781786351197 (electronic bk.)

Making tough decisions well and badly = framing, deciding, implementing, assessing /
Making tough decisions well and badlyframing, deciding, implementing, assessing /[electronic resource] :edited by Arch G. Woodside. - 1st ed. - Bingley :Emerald Group Publishing,2016. - 1 online resource (ix, 116 p.) :ill. - Advances in business marketing & purchasing,v. 241069-0964 ;. - Advances in business marketing & purchasing ;v. 16..

Includes bibliographical references.

Case-based causal mapping of bad and good decisions / Arch G. Woodside -- Best and worst practices in management performance audits: constructing and testing an algorithmic model / Arch G. Woodside, Xin Xia, John C. Crotts, Jeremy C. Clement -- System dynamics research of bad and good decision processes and outcomes / Arch G. Woodside -- Decisions about decisions: leveraging the internet to distribute influence in organisational buying centers / Roger Marshall, Leonard Ling Ping Chih, Peh Yam Khim, Goh Whee Cheng -- Making decisions well and badly: how stakeholders' discussions influence individual executives' decision confidence and competence / Rouxelle de Villiers, Robin Hankin, Arch G. Woodside.

Where do brilliant executive wisdom and actions come from? Making Tough Decisions Well and Badly (MTDWB) assesses the literature that examines executives' conscious and non-conscious actions in decision making, implementation and assessment of outcomes. MTDWB includes anecdotal histories of good and bad decisions and the executives who made them. This volume uncovers the common threads in framing, forecasting, decision making and actions, looking at Steve Jobs, Martin Luther King, Jr, Senator Wayne Morris, Winston Churchill, Abraham Lincoln, Sam Walton, Mahatma Gandhi, and Bill Gates. Authors discuss how common threads could be useful for achieving superior competences. MTDWB assesses ten valuable decision making tools such as checklists and coaches; and tools to avoid such as use of product portfolio paradigms and use of fit-only regression analysis, that appear often in the popular business and academic literature on making tough decisions. MTDWB closes with ten recommendations for those responsible for making tough decisions.

ISBN: 9781786351197 (electronic bk.)Subjects--Topical Terms:

1073254
Business
--Decision making.

LC Class. No.: HD30.23 / .M35 2016

Dewey Class. No.: 658.4

Making tough decisions well and badly = framing, deciding, implementing, assessing /
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245 0 0 $a Making tough decisions well and badly $h [electronic resource] : $b framing, deciding, implementing, assessing / $c edited by Arch G. Woodside.
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505 0 $a Case-based causal mapping of bad and good decisions / Arch G. Woodside -- Best and worst practices in management performance audits: constructing and testing an algorithmic model / Arch G. Woodside, Xin Xia, John C. Crotts, Jeremy C. Clement -- System dynamics research of bad and good decision processes and outcomes / Arch G. Woodside -- Decisions about decisions: leveraging the internet to distribute influence in organisational buying centers / Roger Marshall, Leonard Ling Ping Chih, Peh Yam Khim, Goh Whee Cheng -- Making decisions well and badly: how stakeholders' discussions influence individual executives' decision confidence and competence / Rouxelle de Villiers, Robin Hankin, Arch G. Woodside.
520 $a Where do brilliant executive wisdom and actions come from? Making Tough Decisions Well and Badly (MTDWB) assesses the literature that examines executives' conscious and non-conscious actions in decision making, implementation and assessment of outcomes. MTDWB includes anecdotal histories of good and bad decisions and the executives who made them. This volume uncovers the common threads in framing, forecasting, decision making and actions, looking at Steve Jobs, Martin Luther King, Jr, Senator Wayne Morris, Winston Churchill, Abraham Lincoln, Sam Walton, Mahatma Gandhi, and Bill Gates. Authors discuss how common threads could be useful for achieving superior competences. MTDWB assesses ten valuable decision making tools such as checklists and coaches; and tools to avoid such as use of product portfolio paradigms and use of fit-only regression analysis, that appear often in the popular business and academic literature on making tough decisions. MTDWB closes with ten recommendations for those responsible for making tough decisions.
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