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Oulton, Tony; Fisher, Shelagh - In: Management Decision 33 (1995) 5, pp. 16-21

managers and students of business. Goes on to provide guidance on using libraries, e.g. the services available, types of …

Persistent link: https://www.econbiz.de/10014933688

Linear programming comes of age: a decision‐support tool for every manager

Caine, D.J.; Parker, B.J. - In: Management Decision 34 (1996) 4, pp. 46-53

Discusses the use of optimizing techniques such as linear programming (LP) in managerial decision making. Argues that while LP has always offered a powerful tool for solving allocation type problems, the technique was rarely used except in large organizations. Lack of use has often been due, not...

Persistent link: https://www.econbiz.de/10014933750

Stop analysing and start thinking: the importance of good thinking skills in a value‐managed company

Kilroy, Denis B.; McKinley, Michael T. - In: Management Decision 35 (1997) 3, pp. 185-193

The last 15 years or so have seen the emergence of a powerful management philosophy known as value‐based management (VBM). The premiss underlying this philosophy is that management’s primary responsibility is to maximize value for shareholders. Much of the work which has been done in this...

Persistent link: https://www.econbiz.de/10014933812

Capital investment analysis for managers

Byers, Steven S.; Groth, John C.; Malcolm Richards, R.; … - In: Management Decision 35 (1997) 3, pp. 250-257

Briefly describes the nature and importance of capital investments and why managers of all functional areas should … understand the basics of analysis. Reviews conceptual issues. Develops important perspectives for corporate leaders, managers and …

Persistent link: https://www.econbiz.de/10014933819

The cognitive style and strategic decisions of managers

Gallén, Tiina - In: Management Decision 35 (1997) 7, pp. 541-551

approach it through managers. According to the theory of cognitive style, there are differences in the ways people perceive … the ways managers see strategy. Strong evidence of the relationship between cognitive style and strategy can be found in …

Persistent link: https://www.econbiz.de/10014933834

The cost of capital: perspectives for managers

Groth, John C.; Anderson, Ronald C. - In: Management Decision 35 (1997) 6, pp. 474-482

appropriate for professional managers regardless of their area of expertise and functional assignment. …

Persistent link: https://www.econbiz.de/10014933851

Leadership as vision

Morden, Tony - In: Management Decision 35 (1997) 9, pp. 668-676

Contends that in addition to the role of leadership as a fundamental organizational competence, leadership may be defined in terms of vision and shared values. Vision is conceptualized in holistic terms. Defines vision as an imagined or perceived but consistent pattern of communal possibilities...

Persistent link: https://www.econbiz.de/10014933861

Managers in the year 2000 and after: a strategy for development

Weir, David; Smallman, Clive - In: Management Decision 36 (1998) 1, pp. 43-51

The paper considers the need for an evolution in managerial skills in the twenty‐first century, and considers the required change in the nature of business schools and management development. Considering the history of management development in the UK and overseas, the paper uses the case...

Persistent link: https://www.econbiz.de/10014933879

Customer orientation and performance: a study of SMEs

Appiah‐Adu, Kwaku; Singh, Satyendra - In: Management Decision 36 (1998) 6, pp. 385-394

, implications of our findings for SME managers, the study’s limitations and future research directions are subsequently addressed. …

Persistent link: https://www.econbiz.de/10014933916

User involvement in organisational decision making

Cairns, George; Beech, Nic - In: Management Decision 37 (1999) 1, pp. 14-23

expert intervention, the basic model of power/knowledge/communications is criticised and developed in such a way as to … redistribute responsibilities and power, and hence to encourage knowledge‐focused communication. The emergent model is not one … knowledge inputs, the role of the manager as holder of power, and the user as being devoid of responsibility. …

Persistent link: https://www.econbiz.de/10014933953