Read Online Successful decision-making : a systematic approach to complex problems - Rudolf Grunig; Richard Kühn; Anthony Clark; Claire O'Dea; Maude Montani | ePub Online

Berlin : Springer, 2012. Document Type: Book All Authors / Contributors: Rudolf Grunig; Richard Kühn; Anthony Clark; Claire O'Dea; Maude Montani Find more information about: Rudolf Grunig Richard Kühn Anthony Clark Claire O'Dea Maude Montani ISBN: 3642323065 9783642323065 9783642323072 3642323073 OCLC Number: 884314155 Language Note: Translated from the German. Description: xix, 200 pages : illustrations ; 24 x 16 cm Contents: Machine generated contents note: 1. Introduction -- pt. I Decision Problems and Decision-Making Procedures -- 2. Decision Problems -- 2.1. Notion of Decision Problem -- 2.2. Types of Decision Problems -- 2.3. Ways to Solve Decision Problems -- 3. Goal and Problem-Finding Systems as Requirements for the Discovery of Decision Problems -- 3.1. The Functions of Goal and Problem-Finding Systems in the Discovery of Decision Problems -- 3.2. Goal Systems -- 3.3. Problem-Finding Systems -- 4. Rational Decision-Making -- 4.1. Sequence of Events in Decision-Making Procedures -- 4.2. Requirements of a Rational Decision-Making Process -- 4.3. Support of Rational Decision-Making by Management Science -- 5. Decision-Making Procedures -- 5.1. Notion of Decision-Making Procedure -- 5.2. Dimensions of Decision-Making Procedures and Their Values -- 5.3. Types of Decision-Making Procedures -- 5.4.Comparison of Heuristic and Analytic Decision-Making Procedures. Contents note continued: 5.5. Examples of the Different Types of Decision-Making Procedures -- 5.5.1. Introductory Remarks -- 5.5.2. Example of a Specific Heuristic Decision-Making Procedure -- 5.5.3. Example of a General Analytic Decision-Making Procedure -- 5.5.4. Example of a Specific Analytic Decision-Making Procedure -- 5.5.5.Comparison of the Three Examples -- pt. II A General Heuristic Decision-Making Procedure -- 6. Overview of the Decision-Making Procedure -- 6.1. Value of a General Heuristic Decision-Making Procedure -- 6.2. Proposed Sequence of Steps -- 6.3. Brief Explanation of the Steps -- 6.4. Basis of the Procedure -- 7. Problem Verification and Analysis -- 7.1. Overview of the Chapter -- 7.2. Verifying the Discovered Decision Problem -- 7.3. Analyzing the Decision Problem -- 7.3.1. Introduction -- 7.3.2. Defining and Structuring the Decision Problem -- 7.3.3. Collecting the Relevant Data -- 7.3.4. Determining the Problem Causes in the Case of Threat Problems. Contents note continued: 7.3.5. Verifying the Opportunity in the Case of Opportunity Problems -- 7.3.6. Defining Sub-problems and Determining Their Processing -- 8. Developing and Evaluating the Solution Options -- 8.1. Overview of the Chapter -- 8.2. Developing Solution Options -- 8.2.1. Introduction -- 8.2.2. Determining the Boundary Conditions -- 8.2.3. Determining the Solution Space -- 8.2.4. Developing Options -- 8.3. Determining the Decision Criteria -- 8.3.1. Introduction -- 8.3.2. Determining the Criteria -- 8.3.3. Eliminating Overlapping -- 8.3.4. Specifying the Use of the Criteria -- 8.4. Determining Environmental Scenarios -- 8.4.1. Introduction -- 8.4.2. Deciding If Different Environmental Scenarios Are Needed -- 8.4.3. Drawing Up the Scenarios -- 8.4.4. Determining the Probabilities of the Scenarios -- 8.5. Configuration of the Decision Problem as the Result of Steps 3, 4 and 5 -- 8.6. Determining the Consequences of the Options -- 8.6.1. Introduction. Contents note continued: 8.6.2. Determining the Quality Level of the Consequences and the Procedure for Their Determination -- 8.6.3. Determining the Time Horizon -- 8.6.4. Determining the Consequence Values -- 9. Decision Maxims for Establishing the Overall Consequences of the Options -- 9.1. Introduction -- 9.2. Decision Maxims for Overcoming Polyvalence -- 9.2.1. Utility Value Maxim -- 9.2.2. Quasi-Univalent Decision Maxim -- 9.3. Decision Maxims for Overcoming Risk -- 9.3.1. Expectation Value Maxim -- 9.3.2. Utility Expectation Value Maxim -- 9.3.3. Problems with the Application of the Decision Maxims for Overcoming Risk -- 9.4. Decision Maxims for Overcoming Uncertainty -- 9.5.Combining Decision Maxims to Overcome Polyvalence and Risk or Polyvalence and Uncertainty -- 9.6. Evaluation of the Decision Maxims -- 10. Overall Evaluation of the Options and Decision -- 10.1. Introduction -- 10.2. Eliminating Irrelevant Options -- 10.3. Choosing Whether to Proceed Analytically Or Summarily. Contents note continued: 10.4. Determining the Overall Consequences of the Options When Proceeding Analytically -- 10.5. Considering the Advantages and Disadvantages of the Options When Proceeding Summarily -- 10.6. Coordinating the Proposed Solution Option with the Proposed Solutions to other Sub-problems -- 10.7. Deciding on the Option to Implement -- 11.A Case Study Illustrating the Application of the Procedure -- 11.1. Initial Situation -- 11.2. Verifying the Discovered Problem -- 11.3. Analyzing the Problem -- 11.3.1. Defining and Structuring the Decision Problem -- 11.3.2. Obtaining the Relevant Data -- 11.3.3. Determining the Problem Causes and Setting the Further Procedure -- 11.4. Developing Problem-Solving Options -- 11.5. Evaluating the Options -- 11.6. Making the Decision -- pt. III Special Problems and Approaches to Solve Them -- 12. Decision Sequences -- 12.1. Decision Sequences and Their Differentiation from Decisions with Several Sub-problems. Contents note continued: 12.2. Visualizing Decision Sequences with the Help of Decision Trees -- 12.3. Choosing the Best Option in a Decision Sequence -- 12.4. Case Example of a Decision Sequence -- 13. Information Procurement Decisions -- 13.1. Information Procurement Decisions as Decisions at the Meta-Level -- 13.2. Recommendations for Making Information Procurement Decisions -- 14. Collective Decisions -- 14.1. Collective Decisions and Their Importance in Companies -- 14.2. Group Goal Systems and Group Decision Behavior as Boundary Conditions for Collective Decisions -- 14.2.1. Group Goal Systems -- 14.2.2. Group Decision Behavior -- 14.3. Rules for Making Collective Decisions -- 14.3.1. Differing Individual Orders of Preference as a Starting Point -- 14.3.2. Requirements for Forming a Collective Order of Preference -- 14.3.3. Classic Rules for the Formation of a Collective Order of Preference or for Determining the Option Preferred by the Collective. Contents note continued: 14.3.4. More Complex Procedures to Form the Collective Order of Preference -- 15. Final Remarks. Responsibility: Rudolf Grünig, Richard Kühn ; translated from German by Anthony Clark, Claire O'Dea and Maude Montani.