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[null,"1.","Record Nr.",null,"UNINA9910782275203321"]
[null,null,"Autore",null,"Forman Ernest H"]
[null,null,"Titolo",null,"Decision by objectives [[electronic resource] ] : how to convince others that you are right / / Ernest H. Forman, Mary Ann Selly"]
[null,null,"Pubbl/distr/stampa",null,"River Edge, N. J., : World Scientific, c2001"]
[null,null,"ISBN",null,"9786611956349"]
[{"$nulls":4},"1-281-95634-1"]
[{"$nulls":4},"981-281-069-2"]
[null,null,"Descrizione fisica",null,"1 online resource (420 p.)"]
[null,null,"Disciplina",null,"658.403"]
[null,null,"Soggetti",null,"Decision making"]
[{"$nulls":4},"Management by objectives"]
[null,null,"Lingua di pubblicazione",null,"Inglese"]
[null,null,"Formato",null,"Materiale a stampa"]
[null,null,null,"Livello bibliografico","Monografia"]
[null,null,null,"Note generali","Description based upon print version of record."]
[null,null,null,"Nota di bibliografia","Includes bibliographical references and index."]
[null,null,"Nota di contenuto",null,"Contents               ; Preface              ; Chapter 1 Introduction: Management Decision-Making Today                                                               ; The Need for Better Decision-Making                                          ; Tradeoffs                ; BOGSAT             ; Cognitive Limitations                            ; Satisficing                  ; Common Simplistic Strategies                                   ; Cognitive Decision Rules                               ; Unimportant vs. Crucial Decisions"]
[{"$nulls":4},"Resistance to Change                           Requisites for Change                            ; The Analytic Hierarchy Process                                     ; Chapter 2 Problem Solving and Decision-Making                                                    ; Problem Solving                      ; Decision Making                      ; Intelligence, Design, Choice; Decision-Making is a Process                                   ; Analysis vs. Synthesis                             ; Quantitative vs. Qualitative"]
[{"$nulls":4},"Objectivity vs. Subjectivity                                   Linear versus Non-Linear                               ; Chapter 3 Decision-Making Concepts & Methodologies                                                         ; Alternatives - Pros and Cons                                   ; Misuse of Numbers                        ; Levels of Measurement                            ; Nominal              ; Ordinal              ; Interval               ; Ratio            ; Weights and Scores"]
[{"$nulls":4},"Channel Capacity and Short Term Memory                                             Need for Hierarchical Structure                                      ; Orders of Magnitude                          ; Arbitrary Assignment                           ; Absolute Versus Relative                               ; Words Instead of Numbers                               ; Chapter 4 The Analytic Hierarchy Process "]
[{"$nulls":4},"and Expert Choice                                                                 ; The Analytic Hierarchy Process"]
[{"$nulls":4},"Beyond Weights and Scores                                Inconsistency                    ; Causes of Inconsistency                              ; Clerical Error                     ; Lack of Information                          ; Lack of Concentration                            ; Real World is not Always Consistent                                          ; Inadequate Model Structure                                 ; Compensatory and Non-Compensatory Decision-Making"]
[{"$nulls":4},"Principles and Axioms of the Analytic Hierarchy Process"]
[null,null,null,"Sommario/riassunto","Decision-making is a process of choosing from possible courses of action in order to attain goals and objectives. Nobel laureate Herbert Simon wrote that the whole process of managerial decision-making is synonymous with the practice of management. Decision-making is at the core of all managerial functions. Planning, for example, involves the following decisions: What should be done? When? How? Where? By whom? Other managerial functions, such as organizing, implementing, and controlling, rely heavily on decision-making.  <i>Decision by Objectives</i> is an invaluable book about the art and sc"]