The little book of big decision models : the 70 most useful models to help you say yes or no /

Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: McGrath, James, 1952- (Autor)
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Harlow, United Kingdom : Pearson Education, 2016.
Temas:
Decision making.
Prise de décision.
decision making.
Acceso en línea:Texto completo (Requiere registro previo con correo institucional)
Tabla de Contenidos:
  • SECTION 1 THE PRINCIPLES OF DECISION MAKING
  • Introduction
  • 1.Townsend's rules of decision making
  • 2.The McNamara Fallacy: The vital information that decision makers ignore
  • 3.Using quantitative (hard) and qualitative (soft) data in decision making
  • 4.Kreiner and Christensen: The Consequences Model
  • 5.Tannenbaum and Schmidt: The decision-making spectrum
  • 6.Rogers and Blenko: The RAPID Decision-Making Model
  • 7.Cognitive mapping: Understanding how your colleagues think
  • 8.Tacit knowledge and decision making
  • 9.The Standard Decision-Making Model
  • Conclusion
  • SECTION 2 USING DATA IN DECISION MAKING
  • Introduction
  • 10.The Pareto Principle and the importance of the vital few
  • 11.Lewin's Force Field Analysis of the support and opposition to a decision
  • 12.Scenario Analysis and charting possible futures
  • 13.Delphic Forecasting and how to firm up predictions
  • 14.Johnson, Scholes and Whittington: Mapping stakeholders' reactions
  • 15.Egan's Shadow Side Model: Dealing with the politics of decisions
  • 16.The SCAMPER Model and finding creative solutions
  • 17.De Bono's Six Thinking Hats Model: Generating different perspectives
  • Conclusion
  • SECTION 3 ENHANCING YOUR DECISION-MAKING SKILLS
  • Introduction
  • 18.The Eisenhower Principle and the delegation of decisions
  • 19.The feedback and criticism continuum
  • 20.Learning to think outside the box
  • 21.Goleman: Using Emotional Intelligence to make better decisions
  • 22.Ghoshal and Bruch: Reclaiming your job
  • Conclusion
  • SECTION 4 DECISION MODELS ABOUT YOU
  • Introduction
  • 23.Christensen's strategy for a happy life
  • 24.Dealing with your past: Hang-ups and triumphs
  • 25.Dealing with dilemmas
  • 26.Ethical decision making
  • 27.Maslow's hierarchy of needs, wants and dreams
  • 28.Csikszentmihalyi's Flow Model and the joy of working in ̀the zone'
  • 29.Johari Windows: A guide to your personality
  • 30.Managing unrealistic expectations
  • 31.Your attitude to risk
  • 32.Deciding when to abandon ship
  • Conclusion
  • SECTION 5 DECISION MODELS ABOUT OTHER PEOPLE
  • Introduction
  • 33.How to choose your default management style
  • 34.Deciding if you are a manager or a leader
  • 35.Appointment decisions
  • 36.Goffee and Jones: Why should anyone be led by you?
  • 37.Hersey and Blanchard: The Situational Leadership Model
  • 38.Manzoni and Barsoux: How managers set staff up to fail
  • 39.Dansereau, Graen and Haga: How managers set staff up to succeed
  • 40.Herzberg's Motivation and Hygiene Theory: Choosing the right carrots
  • 41.The feedback sandwich: Delivering negative feedback
  • 42.McGregor's features of effective and ineffective teams
  • 43.Ruiz's Four Agreements
  • Acting with integrity
  • Conclusion
  • SECTION 6 STRATEGIC AND MARKET DECISION MODELS
  • Introduction
  • 44.The standard Product Life Cycle Model
  • 45.The Long-Tail Market Model
  • 46.The Chasm Market Model
  • 47.Milgram's Six Degrees of Separation Model
  • 48.Kim and Mauborgne's Blue Ocean Strategy
  • 49.Offshoring core activities
  • 50.Moore's Headpin Model
  • 51.The Boston Consulting Group Matrix
  • Conclusion
  • SECTION 7 ORGANISATIONAL THREAT ANALYSIS
  • Introduction
  • 52.SWOT
  • Done right!
  • 53.PEST
  • Done right!
  • 54.The Unexploded Bomb Model: Unknown and unforeseen threats
  • 55.Taleb: The Black Swan Model and unknowable threats
  • 56.The Black Box Model
  • Conclusion
  • SECTION 8 FINANCIAL AND STATISTICAL MODELS
  • Introduction
  • 57.Risk
  • reward analysis
  • 58.Kaplan and Norton: The balanced scorecard
  • 59.Discounted cashflow (DCF): Calculating today's value of tomorrow's returns
  • 60.Cost
  • Benefit Analysis: Accounting for non-financial factors
  • 61.Breakeven analysis: Knowing if you can reduce prices
  • 62.Gap Analysis: Closing the gap between forecast and target
  • 63.Zero-based budgeting: Making the right budget cuts
  • Conclusion
  • SECTION 9 HOW TO SUCCESSFULLY IMPLEMENT YOUR DECISIONS
  • Introduction
  • 64.Round's TRAP Model
  • 65.Johnson's three rules of project management
  • 66.Shewhart's Plan, Do, Check, Act (PDCA) Implementation Model
  • 67.Orlandella and Reason: The Swiss Cheese Model and how to stop problems escalating
  • 68.Setting SMART targets that get results
  • 69.Kim and Mauborgne's Tipping Point Leadership: How to avoid implementation problems
  • 70.Cooperrider and Srivastva's Appreciative Inquiry (Al) Model and the power of positivity
  • Conclusion
  • Personal characteristics and how they can produce good and bad decisions
  • The First 11 Team
  • A final word
  • Recommended reading.

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