Strategic Decision Making Paperback - 2001 - 1st Edition
by Wright
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- Paperback
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Details
- Title Strategic Decision Making
- Author Wright
- Binding Paperback
- Edition number 1st
- Edition 1
- Condition New
- Pages 160
- Volumes 1
- Language ENG
- Publisher Wiley, Chichester
- Publication date 2001-12-21
- Features Bibliography, Index, Table of Contents
- Bookseller's Inventory # ria9780471486992_inp
- ISBN 9780471486992 / 047148699X
- Weight 0.57 lbs (0.26 kg)
- Dimensions 9.08 x 5.96 x 0.49 in (23.06 x 15.14 x 1.24 cm)
- Category Business / Economics / Finance
- Library of Congress subjects Decision making, Strategic planning
- Library of Congress Catalogue Number 2002265072
- Quantity available 1044
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From the publisher
From the rear cover
* Why are large organisations, including household names, sometimes accused of 'losing the plot' in their business strategy?
* Why do organisations fail to exploit new opportunities such as that presented by Dyson's innovative vacuum cleaner design?
* Why were funds poured into the UK Dome and the City of London Taurus computer project when it was clear that 'good money' was following 'bad'?
The answers will surprise you. Using psychological theory, paper and pencil 'thought problems', and well-chosen quotations from newspaper articles written at the time, the book demonstrates and explains the causes of these 'strategic blunders'. It also shows how to recognise and avoid your own organisation making the same mistakes.
Providing clear guidance with a number of tried and tested methods and techniques, the author shows how organisational decision making can be improved by avoiding delaying tactics and a 'blame culture' and how scenario planning can be used to overcome management overconfidence in predicting the future.
* Why do organisations fail to exploit new opportunities such as that presented by Dyson's innovative vacuum cleaner design?
* Why were funds poured into the UK Dome and the City of London Taurus computer project when it was clear that 'good money' was following 'bad'?
The answers will surprise you. Using psychological theory, paper and pencil 'thought problems', and well-chosen quotations from newspaper articles written at the time, the book demonstrates and explains the causes of these 'strategic blunders'. It also shows how to recognise and avoid your own organisation making the same mistakes.
Providing clear guidance with a number of tried and tested methods and techniques, the author shows how organisational decision making can be improved by avoiding delaying tactics and a 'blame culture' and how scenario planning can be used to overcome management overconfidence in predicting the future.
