Developed from the authors’ longstanding course on decision and risk analysis, Value-Added Decision Making for Managers explores the important interaction between decisions and management action and clarifies the barriers to rational decision making. The authors analyze strengths and weaknesses of the best alternatives, enabling decision makers to improve on these alternatives by adding value and reducing risk. The core of the text addresses decisions that involve selecting the best alternative from diverse choices. The decisions include buying a car, picking a supplier or home contractor, selecting a technology, picking a location for a manufacturing plant or sports stadium, hiring an employee or selecting among job offers, deciding on the size of a sales force, making a late design change, and sourcing to emerging markets. The book also covers more complex decisions arising in negotiations, strategy, and ethics that involve multiple dimensions simultaneously. Numerous activities interspersed throughout the text highlight real-world situations, helping readers see how the concepts presented can be used in their own work environment or personal life. Each chapter also includes discussion questions and references. Web Resource The book’s website at http://ise.wayne.edu/research/decision.php offers tutorials of Logical Decisions software for multi-objective decisions and Precision Tree software for probabilistic decisions. Directions for downloading student versions of the DecisionTools Suite and Logical Decisions software can be found in the appendices. Password-protected PowerPoint presentations for each chapter and solutions to all of the numeric examples are available for instructors.

Developed from the authors' longstanding course on decision and risk analysis, Value-Added Decision Making for Managers explores the important interaction between decisions and management action and clarifies the barriers to rational decision making. The authors analyze strengths and weaknesses of the best alternatives, enabling decision makers to

This text aims to build on students' experience/knowledge base of Management Information Systems (MIS) and considers personal MIS, workgroup MIS and enterprise MIS. It also reflects trends in distributed systems, LAN, end user computing, databases, DSS (Decision Support Systems) and expert systems.

Contributed articles.

Unionism in the United States was quite successful during and after World War II, especially during the golden years of American capitalism (1947-73) as workers' wages increased quite dramatically in a number of industries. For example, average hourly earnings for workers in meatpacking rose 114% between 1950 and 1965, those in steel 102%, in rubber tires by 96%, and in manufacturing 81%. At the same time as union members' wages were increasing, union membership was declining. Yet, the American Federation of Labor-Congress of Industrial Organizations (AFL-CIO) argued that organizing new members was not a priority. By concentrating on the existing membership and bread-and-butter issues, and not organizing new members, unionism could not deal with the attack on the social contract by employers and the government beginning in the United States in the late 1970s. However, while many people are claiming that organized labor is a dinosaur, Schiavone argues that a strong union movement is needed now more than ever. Unionism in the United States was quite successful during and after World War II, especially during the golden years of American capitalism (1947-73) as workers' wages increased quite dramatically in a number of industries. For example, average hourly earnings for workers in meatpacking rose 114% between 1950 and 1965, those in steel 102%, in rubber tires by 96%, and in manufacturing 81%. At the same time as union members' wages were increasing, union membership was declining. Yet, the American Federation of Labor-Congress of Industrial Organizations (AFL-CIO) argued that organizing new members was not a priority. By concentrating on the existing membership and bread-and-butter issues, and not organizing new members, unionism could not deal with the attack on the social contract by employers and the government beginning in the United States in the late 1970s. Following that attack, there was a significant decline in U.S. workers' wages and conditions in real terms, and there was a corresponding decline in union membership. However, while many people are claiming that organized labor is a dinosaur, Schiavone argues that a strong union movement is now needed more than ever. If unions make major changes as outlined in this book, the U.S. labor movement may regain some of its strength. By fighting for workplace (such as higher wages) and non-workplace issues (such as the fight for adequate childcare or against racism), unions in America and Canada that embraced what Schiavone calls social justice unionism have improved society for all. On purely bread-and-butter issues, these unions have achieved better collective bargaining agreements than their rival mainstream unions, as well as organizing more new workers per capita. How much strength organized labor will regain by embracing social justice unionism is uncertain, but it is a beginning.