Read more
Zusatztext one of the best business books of 2001 (getAbstract, 15 January 2002) Informationen zum Autor STEPHEN J. HOCH is the John J. Pomerantz Professor of Marketing at the Wharton School, University of Pennsylvania. He previously taught at the University of Chicago.HOWARD C. KUNREUTHER is the Cecelia Yen Koo Professor of Decision Sciences and Public Policy and Management, and Codirector of the Risk Management and Decision Process Center at the Wharton School, University of Pennsylvania.ROBERT E. GUNTHER served as coordinating writer for Wharton on Dynamic Competitive Strategy and Wharton on Managing Emerging Technologies. Klappentext "Wharton on Making Decisions provides a unique blend of theory and practical experience. The authors' insights are at many times humorous, always instructive, and definitely thought provoking. This book should be recommended reading for decision makers in today's fast-moving world where alternative choices are increasing in number, complexity, and importance."-Arthur D. Collins Jr., President and COO, Medtronic, Inc."This is a superb book that provides valuable insights for managers at all levels. No matter how many critical decisions we make, it is useful to be reminded of the intricacies of the process. Wharton on Making Decisions does just that."-Rakesh Gangwal, President and CEO, U.S. Airways"Wharton on Making Decisions takes a thorough look at the hard and soft sides of decision making-the intuitive as well as the analytical. With the frenetic pace and complexities of decision making today, this is reading that no manager should miss."-Robert S. Morrison, Chairman, President, and CEO, The Quaker Oats Company"The depth and breadth of the Wharton collection will help establish the case for the decision sciences to become a new major field of undergraduate and graduate studies at many universities (including my own at Harvard). Thanks, Wharton!" -Howard Raiffa, Frank P. Ramsey Professor of Managerial Economics Emeritus, Harvard Business School"As managers, we would be pretty disappointed if someone could give us our batting average on the decisions we make. I have no doubt this book can improve your average."-Jean-Pierre Rosso, Chairman, CNH Global N.V."Wharton on Making Decisions offers penetrating insight into the art and science of decision making. Relevant to both business and personal life, it's a must read for any decision maker."-Alfred P. West Jr., Chairman and CEO, SEI Investments Zusammenfassung Die Entscheidungsfindung, insbesondere im Bereich des Risikomanagement, ist ein Thema das alle Manager angeht, die mit komplexen Situationen konfrontiert sind. "Wharton on Making Decisions" ist der dritte Band von Wileys "Wharton on"-Reihe, die über Perspektiven und Forschungsaktivitäten der anerkannten Wharton Business School berichtet. Dieser aktuelle Band entstand in enger Zusammenarbeit mit Whartons international führendem Risk Management and Decision Processes Center."Wharton on Making Decisions" - Hier zeigen führende Forscher der Wharton Business Faculty, wie man die neuesten Erkenntnisse im Bereich der Entscheidungsanalyse auf vier verschiedenen Handlungsebenen einsetzt, nämlich auf der Personal-, Management-, Verhandlungs- und Kundenebene. Anhand eines breiten Themenspektrums - von der Einbeziehung der Intuition bis hin zur Anwendung der Spieltheorie - beschreiben die Autoren, wie Entscheidungen tatsächlich getroffen werden. Darüber hinaus stellen sie das ideale Szenario vor und geben praktische Anregungen, für eine bessere Entscheidungsfindung. Inhaltsverzeichnis A Complex Web of Decisions (S. Hoch & H. Kunreuther).PERSONAL DECISION MAKING.The Emotional Nature of Decision Trade-Offs (M. Luce, et al.).Bumbling Geniuses: The Power of Everyday Reasoning in Multistage Decision Making (R. Meyer & J. Hutchinson).Choosing Variety (B. Kahn & A. Morales).MANAGERIAL DECISION MAKING.Combining Models with Intuition to I...
