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Pagina 21
making it possible to incorporate new information when it becomes available .
Decision analysis makes a decision transparent and auditable . The quality of the
decision is ensured by performing the actions required in each step in a thorough
...
making it possible to incorporate new information when it becomes available .
Decision analysis makes a decision transparent and auditable . The quality of the
decision is ensured by performing the actions required in each step in a thorough
...
Pagina 22
managers are unwilling to make their decision processes visible . An important
concept that has evolved from risk analysis is that of risk management . Here the
precept is that is it not sufficient to only analyze the risk , but also to try and do ...
managers are unwilling to make their decision processes visible . An important
concept that has evolved from risk analysis is that of risk management . Here the
precept is that is it not sufficient to only analyze the risk , but also to try and do ...
Pagina 192
Abstract Managers use decision analysis to structure their decsion making
process . Decision making is the heart of information processing . People are not
optimal decision makers , they are prone to make errors . These errors can lead
to ...
Abstract Managers use decision analysis to structure their decsion making
process . Decision making is the heart of information processing . People are not
optimal decision makers , they are prone to make errors . These errors can lead
to ...
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Inhoudsopgave
Track No | 2 |
93 | 12 |
otal Quality in Management Decision Making | 97 |
Copyright | |
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achieve activities alternative analysis application approach areas average become carrier characteristics chart communication competitive complex considered continuous corporate correction cost create criteria critical decision defined determine effect Engineering environment error established evaluation example existing expectations experience factors Figure firms function global goals identified implementation important improvement increased individual industry innovative integrated internal involved knowledge learning manufacturing means measurement meet methods needs objectives operations organization organizational output performance phase planning position possible potential practice presented probability problem relationships reported requirements responsibility Review risk role selection share specific stage standard strategy structure style success Table tasks technical transport unit University