Judgment in Managerial Decision MakingBehavioral decision research has developed considerably over the past 25 years, and now provides important insights into managerial behavior. Bazerman & Moore’s Judgment in Managerial Decision Making, 7th edition embeds behavioral decision research into the organizational realm by examining judgment in a variety of managerial contexts. This book includes information that is useful for anyone seeking further information on improving his or her judgment and decision making. Throughout, you’ll find numerous hands-on decision exercises and examples from the author's extensive executive training experience that will help you improve the quality of your managerial judgment. |
Contents
Introduction to Managerial | 1 |
Common Biases | 13 |
Bounded Awareness | 42 |
Copyright | |
11 other sections not shown
Common terms and phrases
accept action affect heuristic agreement allocation anchor argue asked assess availability heuristic average bargaining zone baseball BATNA batting averages Bazerman behavior believe bias biases bidders bounded awareness Chapter choice cognitive conjunction fallacy consider create value daytraders decision makers decision-making processes dollar auction economic effect emotional endowment effect escalation estimate ethical evaluate evidence example expected value fact fairness firm Fischhoff framing funds future Guidant hindsight bias identify important inattentional blindness individuals interest intuitive investment investors issues judgment Kahneman lead Loewenstein loss managers mental accounts million Moore negotiation offer optimal option outcomes overconfidence overestimate participants parties percent chance performance players positive illusions predict preferences probability problem Raiffa rational reference point representativeness heuristic result risk self-serving share Social Psychology specific strategy suggests tend tendency Thaler tion trades Tversky and Kahneman ultimatum game winner's curse winning