By Jane Hannaway
Managers face a fancy and probably overwhelming set of selections of their paintings lives. Investigating precisely what managers do at the task, this learn provides a wealth of latest proof to research why managers act within the methods they do, what impacts their concentration of consciousness, and which matters and different actors in a firm they generally tend to discover beautiful and which they have a tendency to prevent. in brief, it describes how managers within the actual international make decisions.
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Extra resources for Managers Managing: The Workings of an Administrative System
While each of these methods has value, none is particularly well suited to the study of managerial behavior for reasons that are discussed below. Readers with little interest in research methods may want to skip this discussion, but I have included it here for the general reader as well as for the researcher. The reasons that many traditional approaches do not work well for studying managers are reasons that tell us something about the nature of managerial work. The data collection techniques I used for this book were designed specifically to minimize problems associated with the more standard methods.
A decision maker could calculate the costs and benefits of a search and proceed with it only to the point where its expected marginal costs exceed its expected marginal benefit. At least this is what the literature on the economics of information seems to argue. But this would have to be in an ideal world. In practice, how can managers calculate the benefits of what they do not yet know? This puzzle in the economics approach to information has never been satisfactorily explained —at least not to me.
If one's actions are known, one's preferences can be inferred and vice versa. And third, traditional theories have assumed that managers know the value of the information they bring to bear on problems; or, at least, that the information is closely tied to, or relevant, to those problems. I discuss each of these types of connections below, along with more recent theoretical thinking that questions these connections. In the final part of the chapter, I explain the particular approach I take to the study of administrative systems.