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Popper, Micha; Gluskinos, Ury M. - In: Management Decision 31 (1993) 4

Argues that hierarchical level is frequently not given enough consideration in analysing managerial jobs. Describes the qualitative differences existing at the various hierarchical levels in terms of time‐span, task complexity, and mental capabilities required. Specifically argues that the...

Persistent link: https://www.econbiz.de/10014933565

Management Development in a Changing World

Wild, Ray - In: Management Decision 31 (1993) 5

enhance the knowledge, abilities and achievements of managers. …

Persistent link: https://www.econbiz.de/10014933567

Business Policy in Action

In: Management Decision 31 (1993) 6

, structure, training – with the focus on how to make it happen. Directed at practising managers whose task this is. Making …

Persistent link: https://www.econbiz.de/10014933576

Managers’ Attitudes to Cost Information

Lyall, David; Graham, Carol - In: Management Decision 31 (1993) 8

processes over the years and that the information currently provided is largely irrelevant to the needs of managers. Presents a … study, the results of which suggest that this may not, in fact, be the case and that managers generally do find information …

Persistent link: https://www.econbiz.de/10014933588

Forecasting: Trials and Tribulations

Golden, James; Milewicz, John; Herbig, Paul - In: Management Decision 32 (1994) 1, pp. 33-36

The function which managers most despise is the art of forecasting. By its very nature it concerns guessing the outcome … inherently within it events beyond the control of managers. Reviews forecasting and provides several recommendations on how one …

Persistent link: https://www.econbiz.de/10014933593

A Practical Guide to Gender Neutral Language

Pitt, M.J. - In: Management Decision 32 (1994) 6, pp. 41-44

Documents ranging from advertisements to policy statements do not have to be either sexist or clumsily anti‐sexist. There is a middle ground of neutral writing which avoids sex bias, and communicates without giving offence. Analyses the problem and suggests practical ways for management to...

Persistent link: https://www.econbiz.de/10014933629

Managerial Problem Solving : A Cultural Perspective

Brooks, Ian - In: Management Decision 32 (1994) 7, pp. 53-59

Illustrates how organizational culture can stifle effective problem solving and decision making. In the organization in question this had critical implications for quality, staff retention and organizational change. The myopic, non‐innovative generation of apparent solutions to major...

Persistent link: https://www.econbiz.de/10014933641

Incorporating Risk into Capital Budgeting Decisions Using Simulation

Smith, D.J. - In: Management Decision 32 (1994) 9, pp. 20-26

Monte Carlo simulation is one of a number of analytical techniques available to enable managers to assess the risks … pointed to only limited use of the technique by practising managers making decisions about investment projects. Describes and … analyses a simulation model utilizing facilities available to most managers. The model uses a macro to automate the simulation …

Persistent link: https://www.econbiz.de/10014933651

The Art of Asking Questions

Vinten, Gerald - In: Management Decision 32 (1994) 9, pp. 46-49

Managers spend most of their time asking questions. It is therefore of interest to them to be acquainted with some of … may arise. Aims to help managers to be more conscious of the questioning style they adopt and the impact it may make. …

Persistent link: https://www.econbiz.de/10014933655

Making sense of strategic management: towards a constructive guide

Moore, Sarah - In: Management Decision 33 (1995) 1, pp. 19-23

which top managers are required to operate. Organizes related concepts under a new paradigmatic umbrella. This portrays … strategy as an iterative complex process with some simple central components. Top managers need to be aware of the context …

Persistent link: https://www.econbiz.de/10014933658