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The seasoned executive's decision-making style by Kenneth R. Brousseau, Michael J. Driver, Gary Hourihan, and Rikard Larsson

By: Brousseau, Kenneth R.
Contributor(s): Driver, Michael J | Hourihan, Gary | Larsson, Rikard.
Series: Harvard Business Review.Publisher: , USA Description: 110-121.Subject(s): DECISION MAKING | MANAGEMENT | CAREERSOnline resources: Download from Online Journals Summary: Presents the results of research that set out to identify reasons why executives succeed or fail through an investigation of executives' decision-making styles. Defines the four styles of decision making and outlines how managers' styles evolve. Determines that failing to evolve in how one makes decisions can be fatal for a manager's career. Suggests that organisations take a decision-style approach to management development. Includes tables and graphs.
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Presents the results of research that set out to identify reasons why executives succeed or fail through an investigation of executives' decision-making styles. Defines the four styles of decision making and outlines how managers' styles evolve. Determines that failing to evolve in how one makes decisions can be fatal for a manager's career. Suggests that organisations take a decision-style approach to management development. Includes tables and graphs.

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