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

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Harlow, United Kingdom : Pearson Education, 2016.
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eBook
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9781292098388, 1292098384, 9781292098371, 1292098376
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1 online resource (1 volume) : illustrations
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English

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Includes bibliographical references and index.
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O'Reilly,O'Reilly Online Learning: Academic/Public Library Edition

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APA Citation, 7th Edition (style guide)

McGrath, J. (2016). The little book of big decision models: the 70 most useful models to help you say yes or no . Pearson Education.

Chicago / Turabian - Author Date Citation, 17th Edition (style guide)

McGrath, James, 1952-. 2016. The Little Book of Big Decision Models: The 70 Most Useful Models to Help You Say Yes or No. Pearson Education.

Chicago / Turabian - Humanities (Notes and Bibliography) Citation, 17th Edition (style guide)

McGrath, James, 1952-. The Little Book of Big Decision Models: The 70 Most Useful Models to Help You Say Yes or No Pearson Education, 2016.

MLA Citation, 9th Edition (style guide)

McGrath, James. The Little Book of Big Decision Models: The 70 Most Useful Models to Help You Say Yes or No Pearson Education, 2016.

Note! Citations contain only title, author, edition, publisher, and year published. Citations should be used as a guideline and should be double checked for accuracy. Citation formats are based on standards as of August 2021.

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f4a403df-ffa0-44df-6dc1-7ddf0ca29514-eng
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Grouped Work IDf4a403df-ffa0-44df-6dc1-7ddf0ca29514-eng
Full titlelittle book of big decision models the 70 most useful models to help you say yes or no
Authormcgrath james
Grouping Categorybook
Last Update2023-12-11 15:41:25PM
Last Indexed2024-03-29 04:14:22AM

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504 |a Includes bibliographical references and index.
5050 |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
5058 |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'
5058 |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
5058 |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
5050 |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.
588 |a Description based on print version record.
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