Making tough decisions well and badly [electronic resource] : framing, deciding, implementing, assessing / edited by Arch G. Woodside.
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TextSeries: Advances in business marketing & purchasing ; v. 24.Publication details: Bingley, U.K. : Emerald, 2016Description: 1 online resource (ix, 116 p.) : illISBN: 9781786351197 (electronic bk.)Subject(s): Business & Economics -- Marketing -- General | Sales & marketing | Business -- Decision making | Business forecastingAdditional physical formats: No titleDDC classification: 658.4 LOC classification: HD30.23 | .M35 2016Online resources: Click here to access online | Item type | Current library | Call number | URL | Status | Date due | Barcode | Item holds |
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eBook
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Digital Library
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| HD30.23 .H69 2019 How do leaders make decisions? : | HD30.23 .I58 2009 Choice modelling | HD30.23 .L43 2019 The leading practice of decision making in modern business systems : | HD30.23 .M35 2016 Making tough decisions well and badly | HD30.23 .S64 2019 Specifics of decision making in modern business systems : | HD30.23 .U53 2016 Uncertainty and strategic decision making / | HD30.255 .B668 2009 Creating ecological value |
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.
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