Better decision making for better business

Article Abstract:

The judgment skills of some managers could be improved by avoiding some dangers of heuristics. Managers often ignore problem diagnosis and experience difficulties in exercising good judgment when uncertainty or ambiguity is present. Common heuristics that can result in improper conclusions and faulty decisions are discussed and illustrated. The probability of an event's occurrence or the persuasiveness of highly personal data should not be given greater weight than abstract data. The rational argumentation model is helpful because it requires the use of supporting data for a statement. The plausibility of an argument can then be determined by listeners.

Decision-making, Decision making, Usage, Heuristic programming

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Shareholder value and the market in corporate control in OECD countries

Article Abstract:

The management of publicly-held firms is increasingly being influenced by shareholders. This trend was first seen in the early 1980s and had grown over the years especially for countries belonging to the Organization for Economic Cooperation and Development. The rise of shareholders' influence over the management is seen as a product of activism on the part of investors, improved communication and relations between management and investors, transparency and the emergence of hostile takeovers.

Stockholders, Practice, Investor relations

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Does the rhetoric of customer service match the reality?

Article Abstract:

The Society of Consumer Affairs Professionals (SOCAP) and Technical Assistance Research Program Europe conducted a survey to assess the customer service efforts of different UK organizations. The results indicated that customer service is still in the conceptual stage for most UK firms because they have not yet developed the level of infrastructure that will allow them to deliver the kind of service they or their customers would want.

United Kingdom, Measurement, Interview, Customer service

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