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100   $a20161122d2016      ky             0
101 0 $aeng
135   $aurun|||||||||
181   $2rdacontent
182   $2rdamedia
183   $2rdacarrier
200 00$aMaking tough decisions well and badly$b[electronic resource] $eframing, deciding, implementing, assessing /$fedited by Arch G. Woodside
205   $aFirst edition.
210  1$aBingley, England :$cEmerald,$d2016.
210  4$dİ2016
215   $a1 online resource (127 pages) $cillustrations, tables
225 1 $aAdvances in business marketing & purchasing,$x1069-0964 ;$vv. 24
311   $a1-78635-120-X 
320   $aIncludes bibliographical references.
327   $aCase-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.
330   $aWhere do brilliant executive wisdom and actions come from? Making Tough Decisions Well and Badly (MTDWB) assesses the literature that examines executives' conscious and non-conscious actions in decision making, implementation and assessment of outcomes. MTDWB includes anecdotal histories of good and bad decisions and the executives who made them. This volume uncovers the common threads in framing, forecasting, decision making and actions, looking at Steve Jobs, Martin Luther King, Jr, Senator Wayne Morris, Winston Churchill, Abraham Lincoln, Sam Walton, Mahatma Gandhi, and Bill Gates. Authors discuss how common threads could be useful for achieving superior competences. MTDWB assesses ten valuable decision making tools such as checklists and coaches; and tools to avoid such as use of product portfolio paradigms and use of fit-only regression analysis, that appear often in the popular business and academic literature on making tough decisions. MTDWB closes with ten recommendations for those responsible for making tough decisions.
410  0$aAdvances in business marketing & purchasing ;$vv. 24.
606   $aBusiness & Economics$xMarketing$xGeneral$2bisacsh
606   $aSales & marketing$2bicssc
606   $aBusiness$xDecision making
606   $aBusiness forecasting
615  7$aBusiness & Economics$xMarketing$xGeneral.
615  7$aSales & marketing.
615  0$aBusiness$xDecision making.
615  0$aBusiness forecasting.
676   $a658.403
701   $aWoodside$b Arch G$0107304
801  0$bUtOrBLW
906   $aBOOK
912   $a9910798990603321
996   $aMaking tough decisions well and badly$93691494
997   $aUNINA