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Max Bazerman: Judgment in Managerial Decision Making
Organization Studies, Spring, 1999
1998, New York: Wiley. 200 pages.
This is the fourth revised edition of Max Bazerman's book on judgment in managerial decision making. Its starting point is that while, to some extent, judgment may be considered an innate ability, it is generally believed that training can offer significant improvement on the quality of managerial judgment. From this assumption, the author sets out to provide a training device, drawing on 25 years of behavioural-decision research; by going into the ins and outs of managerial judgment and decision making. In doing so, he deals with such issues as heuristic biases, uncertainty, escalation of commitment, fairness, motivational biases, two-part negotiations, negotiator cognition and multi-party decision making in an organizational context. The end result is a list of four strategies by which to improve (managerial) decision making. The argument is illustrated with reference to real-life examples.
COPYRIGHT 1999 Sage Publications, Inc.
COPYRIGHT 2008 Gale, Cengage Learning