- THE ETIOLOGY OF THE INTUITIVE METHOD OF MAKING MANAGEMENT DECISIONS IN THE LIGHT OF EMPIRICAL RESEARCH. Jedrzejczyk, Waldemar // Management & Production Engineering Review (MPER);Mar2012, Vol. 3 Issue 1, p18
The principal aim of the study is to present the issue of intuition as an important manager skill as well as the research results concerning the problem of the use of intuitive skills while making decisions. This paper presents the most important issues concerning comprehension of intuition and...
- Trust your gut. Overell, Stephen // Director;Jul2001, Vol. 54 Issue 12, p28
Suggests that managers should rely more on their intuition rather than on factual evidence, when making decisions. Contributions of intuitive consultants to businesses; Details on Praxis, the centre for developing personal effectiveness at Cranfield School of Management; Benefits of relying on...
- Seven steps for effective problem solving. Hicks, Tom // Business Press;09/24/99, Vol. 12 Issue 22, p48
Discusses ways for effective problem solving and decision-making in the workplace. People's reaction when faced with a problem; Reasons why people view a problem as a problem; Things to remember about problems and conflicts; Steps for an effective problem-solving process.
- Guides for More Effective Problem-Solving. Hyman, Ray; Anderson, Barry // Management Review;Dec65, Vol. 54 Issue 12, p23
Presents guidelines for effective problem-solving in business. Maximization of available information about the problem; Establishing a systematic information-gathering plan; Creation of back-up solution.
- Making better decisions faster. Ortmeyer, Gwen // Management Review;Jun96, Vol. 85 Issue 6, p53
Presents tips on proper decision-making in management. Importance of the external focus in decision-making and problem-solving; Planning process based on a set of goals; Development of intuition by staying close to the customer.
- Task Forces. Altier, William J. // Management Review;Feb87, Vol. 76 Issue 2, p52
Discusses the use of task forces as an effective problem-solving tool in business management. Use in setting product development priorities; Resolution of decisions that cross functional or organizational boundaries; Determination of the people who should be involved in a task force.
- Making Management Decisions: the Role of Intuition and Emotion. Simon, Herbert A. // Academy of Management Executive (08963789);Feb1987, Vol. 1 Issue 1, p57
Based on an invited address, "Behaving Like a Manager," as part of the All Academy Centennial/Anniversary Symposium of the national, annual meeting of the Academy of Management, this paper by Simon addresses the popular topic of the "rational" and "non-rational" components in the behavior of...
- Management and Modes of Thought. Nugent, Patrick S. // Organizational Dynamics;Spring81, Vol. 9 Issue 4, p44
The article examines the relationship between management and the modes of thought of managers in the United States. Management science is based on an assumption that reason, as incarnated in the scientific method, is the best form of thought. However, several research showed that reason is but...
- REVISITING ENTREPRENEURIAL RISK TAKING: COMBINED EFFECTS OF COGNITIVE HEURISTICS. BARBOSA, SAULO D.; FAYOLLE, ALAIN // Academy of Management Annual Meeting Proceedings;2010, p1
The article examines ways in which new information about a new venture project influences the risk perceptions associated with the project and the decision to join it. The authors suggest that alterations in the framing of available data about a venture creation project change risk perceptions...