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

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

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Bibliographic Details
Author / Creator:Flomberg, Howard., author.
Imprint:New York, New York (222 East 46th Street, New York, NY 10017) : Business Expert Press, 2015.
Description:1 online resource (iv, 56 pages) : illustrations.
Language:English
Series:Quantitative approaches to decision making collection, 2163-9582
Quantitative approaches to decision making collection.
Subject:
Decision making.
Quantitative research.
Decision making.
Quantitative research.
Format: E-Resource Book
URL for this record:http://pi.lib.uchicago.edu/1001/cat/bib/10321172
Hidden Bibliographic Details
Varying Form of Title:How managers can make better decisions by using observations and anticipated actions.
ISBN:9781631572036
Notes:Includes bibliographical references and index.
Access restricted to authorized users and institutions.
Mode of access: World Wide Web.
System requirements: Adobe Acrobat reader.
Title from PDF title page (viewed on January 29, 2015).
Summary: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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