The New Science of Management Decision：（新的管理决策科学）.pdfVIP

Descriptive Decision Making: Comparing Theory with Practice Stuart M. Dillon Department of Management Systems University of Waikato New Zealand sdillon@mngt.waikato.ac.nz Abstract Classical theories of choice emphasise decision making as a rational process. In general, these theories fail to recognise the formulation stages of a decision and typically can only be applied to problems comprising two or more measurable alternatives. In response to such limitations, numerous descriptive theories have been developed over the last forty years, intended to describe how decisions are made. This paper presents a framework that classifies descriptive theories using a theme of comparison; comparisons involving attributes, alternatives and situations. The paper also reports on research undertaken within a New Zealand local authority. Twenty three senior managers were interviewed about their decision making with the aim of comparing the responses of participants with how the descriptive decision making literature purports decisions are made. Evidence of behaviour consistent with recognised descriptive theories was also investigated. It was found that few managers exhibited behaviour consistent with what is described in the literature. The major difference appears to be the lack of decision formulation contained within most descriptive theories. Descriptive theories are, in general, theories of choice and few decisions described by participants contained a distinct choice phase. 1 Introduction “Classical theories of choice in organisations emphasise decision