| dc.description.abstract | This paper presents arguments for viewing decision making by managers
in the context of both cognitive psychology and neuropsychology of planning.
Individual differences in managerial decision making are explained
within the framework of a model of cognitive processes that has as its
components planning, attention, information coding and knowledge base.
But all decision making, according to the authors, is also influenced by
irrational factors contained in motivation and emotions and the failures of
logic. The authors discuss the conditions under which such failures occur
and recommend inductive, rather than deductive, rule-learning procedures
for good planning strategies. The Appendix provides a list of strategies that
can be taught inductively through structuring the manager’s experiences.
Although the authors’ focus is on managers, their observatio | |
