Strategic and Tactical Decisions

ISBN-13: 9780387968193 / Angielski / Miękka / 1988 / 178 str.

K. J. Radford

Opis

Much of the work that has been done in the last fifty years in the area of decision analysis has been concerned with situations in which formal mathematical models of the decision process can be used. For example, deterministic models of operations research have been used as a means of treating decisions under conditions of certainty. Statistical decision theory has been applied to decision making under conditions of uncertainty and risk. Some attempts have been made to treat decisions under conditions of competition by methods derived from game theory. However, many of the decisions that we meet today in business and in our daily lives do not fall conveniently into the areas covered by these models. Many modern decisions are ill-structured by nature. These decisions have been called ''wicked" in comparison to the "tame" decisions that yield to formal analyti cal treatment. Complex decision situations are found in every aspect of our lives today. They are normally centred around an issue, opportunity, venture or threat that involves an individual or an organization on the one hand and other participants on the other hand. The issue in such a situation might involve, for example, the proposed move of the Head Office of a corporation from one political jurisdiction to another. It might be concerned with the oppor tunities and new ventures that would arise with the introduction of a new and different type of product or service into an organization."

Spis treści

1 Complex Decision Situations.- Well-Structured Decision Situations.- Ill-Structured Decision Situations.- Resolution Of Ill-Structured Decision Situations.- Complex Decision Situations.- Methods Of Approach To Complex Decision Situations.- Complex Decision Situations In Strategic Planning.- The Plan Of The Book.- Summary.- Duscussion Topics.- 2 The Environment of a Complex Decision Situation.- The Participants In A Complex Decision Situation.- The objectives of participants.- Information available to participants.- Values and value systems.- The power of participants.- The Social Elements Of The Environment.- Widely-held values and standards of behavior.- Relationships between participants.- Commitments resulting from past actions and decisions.- Laws, policies, guidelines, rules, and precedents.- Physical, Economic, Human Engineering And Technical Elements.- Natural And Quasi-Natural Elements.- Summary.- Discussion Topics.- 3 Gathering and Interpreting Information on the Environment of a Complex Decision Situation.- Methods To Acquire Strategic Information.- Interpretation Of Strategic Information.- Causes Of Misperceptions.- Prescriptions For Minimizing The Misinterpretation Of Strategic Information.- Summary.- Discussion Topics.- 4 Strategic Analysis of a Complex Decision Situation.- A Model For Strategic Analysis.- The Sun Life Assurance Company Of Canada.- Coalitions In A Complex Decision Situation.- Natural And Quasi-Natural Events.- Analysis Over A Future Time Period.- Learning From Past Situations.- Summary.- Discussion Topics.- 5 Tactical Analysis in a Complex Decision Situation.- Tactical Analysis.- Tactics In The Sun Life Situation.- Contingency Choices Of Tactics.- Summary.- Discussion Topics.- 6 Communication, Negotiation and Bargaining between Participants.- The Process Of Negotiation And Bargaining.- The Effects Of Coercive Tactics.- Some Disadvantages Of Coercive Tactics.- Assurance.- Some Guidelines For The Conduct Of Negotiations.- An important preliminary.- Clarity or ambiguity in a bargaining move.- Formulation of a bargaining move.- Decomposition of the problem and the tactics.- Breaking an impasse.- Summary.- Discussion Topics.- 7 A More Detailed Method of Analysis.- The Analysis Of Options.- The Analysis Of Options In The Later Rounds Of The Situation.- Summary.- Discussion Topics.- 8 Linkages between Complex Decision Situations.- The Nature Of Linkages.- Examples Of Linkages Between Decision Situations.- The U.S. hostages in Iran.- The Inco strike in 1978.- The Bank of Montreal/Harris Bankcorp Merger.- Linkages With Internal Decision Situations Of A Participant.- Examples Of Linkages Between Internal And External Situations.- Taking Advantage Of Facilitating Linkages.- Summary.- Discussion Topics.- 9 Strategic Planning.- Review Of The Mission And Objectives.- Consideration Of Existing And Future Decision Situations.- Listing the decision situations.- Analyzing the decision situations.- Evaluating preferred outcomes against objectives.- Placing the outcomes in an order of preference.- A Basis For The Initial Strategic Plan.- Practical Experience In The Preparation Of An Initial Strategic Plan.- The strategic planning team.- The team’s method of working.- Information available to team members.- The detailed analysis.- Opinions and contribution of team members.- Numerical measures and letter grades.- Choice of criteria.- The value of the process.- Summary.- Discussion Topics.- 10 Implementation Planning.- Development Of The Strategic Plan.- Redesigning The Management Structure.- The Process Of Transition.- Allocation Of Resources.- Factors That Can Cause Unsuccessful Implementation.- Review And Reappraisal Of The Strategic Plan.- The Planning Organization.- Summary.- Discussion Topics.