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20231017213018.0 |
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|d OCLCQ
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|a 966396363
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|a 9781292098388
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|a 1292098384
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|z (OCoLC)966396363
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|b Safari Books Online
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|a 658.4/0301
|q OCoLC
|2 23/eng/20230216
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|a UAMI
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| 100 |
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|a McGrath, James,
|d 1952-
|e author.
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|a The little book of big decision models :
|b the 70 most useful models to help you say yes or no /
|c James McGrath.
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| 264 |
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|a Harlow, United Kingdom :
|b Pearson Education,
|c 2016.
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| 300 |
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|a 1 online resource (1 volume) :
|b illustrations
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| 336 |
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|a text
|b txt
|2 rdacontent
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|a computer
|b c
|2 rdamedia
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|a online resource
|b cr
|2 rdacarrier
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| 588 |
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|a Description based on print version record.
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| 504 |
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|a Includes bibliographical references and index.
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0 |
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|a 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
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| 505 |
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|a 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'
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|a 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
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|a 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
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|a 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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| 590 |
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|a O'Reilly
|b O'Reilly Online Learning: Academic/Public Library Edition
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| 650 |
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|a Decision making.
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| 650 |
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|a Prise de décision.
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| 650 |
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7 |
|a decision making.
|2 aat
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| 650 |
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|a Decision making.
|2 fast
|0 (OCoLC)fst00889035
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| 776 |
0 |
8 |
|i Print version:
|a McGrath, James, 1952-
|t Little book of big decision models.
|d Harlow, United Kingdom : Pearson, 2016
|z 9781292098364
|w (DLC) 2015031454
|w (OCoLC)919202294
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| 856 |
4 |
0 |
|u https://learning.oreilly.com/library/view/~/9781292098388/?ar
|z Texto completo (Requiere registro previo con correo institucional)
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|a YBP Library Services
|b YANK
|n 13299689
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