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The Academy of Management Journal Vol. 25, No. 4 (Dec., 1982) , pp. 756-771 (16 pages) Published By: Academy of Management https://doi.org/10.2307/256097 https://www.jstor.org/stable/256097 Read and download Log in through your school or library Read Online (Free) relies on page scans, which are not currently available to screen readers. To access this article, please contact JSTOR User Support. We'll provide a PDF copy for your screen reader.With a personal account, you can read up to 100 articles each month for free. Get StartedAlready have an account? Log in Monthly Plan
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Abstract Variations in the reported frequency of use of four information sources by decision makers was investigated. Although the perceived quality of information available for decision making was related to the rated importance of information sources, reported frequency of use was found to be primarily a function of the rated accessibility of the sources. Journal Information The Academy of Management Journal presents cutting edge research that provides readers with a forecast for new management thoughts and techniques. All articles published in the journal must make a strong empirical and/or theoretical contribution. All empirical methods including (but not limited to) qualitative, quantitative, or combination methods are represented. Articles published in the journal are clearly relevant to management theory and practice and identify both a compelling practical management issue and a strong theoretical framework for addressing it. For more than 40 years the journal has been recognized as indispensable reading for management scholars. The journal has been cited in such forums as The Wall Street Journal, The New York Times, The Economist and The Washington Post. The journal is published six times per year with a circulation of 15,000. Publisher Information The Academy of Management (the Academy; AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations. The Academy's central mission is to enhance the profession of management by advancing the scholarship of management and enriching the professional development of its members. The Academy is also committed to shaping the future of management research and education. Founded in 1936, the Academy of Management is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for more than 18290 members from 103 nations. Membership in the Academy is open to all individuals who find value in belonging. Rights & Usage This item is part of a JSTOR Collection. Decision making is the process of making choices by identifying a decision, gathering information, and assessing alternative resolutions. Using a step-by-step decision-making process can help you make more deliberate, thoughtful decisions by organizing relevant information and defining alternatives. This approach increases the chances that you will choose the most satisfying alternative possible. Download the PDF Step 1: Identify the decisionYou realize that you need to make a decision. Try to clearly define the nature of the decision you must make. This first step is very important. Step 2: Gather relevant informationCollect some pertinent information before you make your decision: what information is needed, the best sources of information, and how to get it. This step involves both internal and external “work.” Some information is internal: you’ll seek it through a process of self-assessment. Other information is external: you’ll find it online, in books, from other people, and from other sources. Step 3: Identify the alternativesAs you collect information, you will probably identify several possible paths of action, or alternatives. You can also use your imagination and additional information to construct new alternatives. In this step, you will list all possible and desirable alternatives. Step 4: Weigh the evidenceDraw on your information and emotions to imagine what it would be like if you carried out each of the alternatives to the end. Evaluate whether the need identified in Step 1 would be met or resolved through the use of each alternative. As you go through this difficult internal process, you’ll begin to favor certain alternatives: those that seem to have a higher potential for reaching your goal. Finally, place the alternatives in a priority order, based upon your own value system. Step 5: Choose among alternativesOnce you have weighed all the evidence, you are ready to select the alternative that seems to be best one for you. You may even choose a combination of alternatives. Your choice in Step 5 may very likely be the same or similar to the alternative you placed at the top of your list at the end of Step 4. Step 6: Take actionYou’re now ready to take some positive action by beginning to implement the alternative you chose in Step 5. Step 7: Review your decision & its consequencesIn this final step, consider the results of your decision and evaluate whether or not it has resolved the need you identified in Step 1. If the decision has not met the identified need, you may want to repeat certain steps of the process to make a new decision. For example, you might want to gather more detailed or somewhat different information or explore additional alternatives. When all the information the decision maker needs is fully available it is called?Chapter 9 Management - Managerial Decision Making. What information is needed for decisionStep 1: Identify the decision. You realize that you need to make a decision. ... . Step 2: Gather relevant information. ... . Step 3: Identify the alternatives. ... . Step 4: Weigh the evidence. ... . Step 5: Choose among alternatives. ... . Step 6: Take action. ... . Step 7: Review your decision & its consequences.. What are the 4 types of decision makers?In regards to decision making in management, there are four styles: directive, analytical, conceptual, and behavioral.
What are the 3 types of decision makers?There are three categories of decision-making: 'deci- sions under certainty , ' 'decisions under risk' and 'deci- sions under uncertainty'. In a product mix problem where, for example, we know the profit per unit and the level of production, we make our decision under certainty'.
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Which of the following means that all the information the decision maker needs is fully available?
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