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Rational Decision Making, 2002.
Addresses the issue of humans and their ability to make rational decisions.
2,935 words (approx. 11.7 pages), 2 sources, MLA, $ 86.95
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Abstract
This paper examines Nietzsche's and Freud's conclusion that humans are incapable of rational thought. It considers the arguments they made in support of this conclusion and concludes by finding that both Nietzsche and Freud were right in asserting that human beings really are not capable of rational thought.
From the Paper
"In Twilight of the Idols Nietzsche argues that human thought is not really based on reason, but that humans can mistake their approaches and incorrectly identify them as rational. According to Nietzsche, decision making is not often rational because it is almost always based on errors. Nietzsche describes four specific errors that occur: the error of confusing cause and effect; the 'immortal unreason'; the error of a false causality; and the error of imaginary causes. Each of these errors will now be considered, with examples given of how they impact people's ability to be truly rational."
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Decision Making in the Workplace, 2004.
Evaluates different deployments of the rational and organizational decision making approaches in the same workplace scenario.
937 words (approx. 3.7 pages), 2 sources, APA, $ 33.95
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Abstract
One of the key aspects to being a good manager is being a good decision maker and a good facilitator of decision making between others. However, although this statement may seem to be a cliche, like so many cliches about demonstrating strong leadership and business acumen, it bears a certain level of scrutiny when put into real world terms. This paper asks what happens when one must negotiate and mediate in the real world. It shows that, in these cases, there are two dominant paradigms every business manager must take into consideration, namely, what is economically feasible and good business sense, and what is ethically coherent with the company?s philosophy and American law. This paper applies two available decision making models that satisfy both of these aspects, the rational actor decision-making model and the organizational processes decision-making model.
From the Paper
"In other words, quite often decision making in the work force cannot presume that all conflicts have a rational basis, or that all mediate decisions made thusly can simply regard the quantitative and qualitative data that may be at the roots of a particular conflict. Decisions may ideally come from identifying relevant criteria, cause and effect beliefs, and different evaluations of proposed alternatives. However, if even from a purely rational basis conflict may result in all three areas, when conflicts in the workplace assume because of long-standing tensions, human resource management becomes even more difficult in achieving decisions that are mutually amicable for all parties."
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Emotions in Decision Making, 2005.
An analysis of the importance of emotions in effective decision-making.
2,680 words (approx. 10.7 pages), 15 sources, APA, $ 80.95
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Abstract
This paper compares and contrasts the classical theories of human rationality with the bounded rationality model. It discusses the importance of emotions and the mechanisms in human cognition and everyday decision-making. The paper then aims to prove that the unconscious system of decision-making is inevitably activated because of natural selection and that humans are primarily driven by emotions. It also discusses how the loss of emotions corrupts decision-making ability.
Table of Contents:
Introduction
Criticisms of the Classical Rationality
The Bounded Rationality Model
Conclusion
From the Paper
"The Classical view of rationality holds that "the laws of human inference are equivalent to the laws of probability and logic." The concern is the methods of thinking and not the conclusions of the thinking . This is a normative theory as it suggests ways people ought to think in order to achieve their goals in an efficient, logical way. A good outcome yielded by a decision does not make that decision a good decision. Similarly, a good decision does not guarantee a good outcome. Examples of inferences labeled "irrational" are overconfidence, base-rate neglect, and the conjunction fallacy. These "cognitive illusions" actually help us a great deal in decision-making. These heuristics are applied unconsciously everyday in many situations. It does not make sense to contemplate and go through the logical calculation for every decision we are faced with. Paleontologist Stephen Jay Gould writes, "Our minds are not built to work by the rules of probability"."
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Case Study in Decision Making, 2004.
Analysis of President Bush's decision making process after the 9/11 attacks.
2,732 words (approx. 10.9 pages), 1 source, MLA, $ 81.95
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Abstract
This paper argues that President Bush's decision to go to war against those responsible for the 9/11 attacks was a moral decision free from a personal agenda. The paper argues against the prevailing assumption that Bush did not did not make a ?rational? decision via a rational process. The paper attempts to make the comparison between a rational process and the actions of our President without this underlying assumption.
From the Paper
"Onlookers often assume that a man who has a firm mindset, and a strong will does not go through what onlookers would consider a ?traditional decision making process?. Men with strong minds, and a sense of moral right and wrong often take much more time considering a course of action than others who make decisions based on personal agendas. Men with moral mindsets are simply not easily persuaded once a new decision is firmly made on the basis of what the decision maker considers moral grounds. For the moral decision maker, the moral right and wrong of a situation dictate the course of action once the somewhat rigid boundaries are crossed. It is the moral absolutism which the on looking world does not understand."
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Decision Making, 2006.
This paper explores the research and development (R&D) activities of high technology companies.
675 words (approx. 2.7 pages), 0 sources, $ 26.95
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Abstract
The paper discusses how high technology companies seem to occupy the juncture of a typical revenue generating for-profit enterprise, with the idealistic disregard for revenue of a non-profit. The paper explains that this situation occurs because while the high-tech enterprise itself is driven by the requirements of shareholders, the research and development (R&D) activities of the enterprise require artistic creative forces that are free from the constrictive weight of fiscal responsibility. Thus, the paper shows how bounded rationality offers the best decision-making model for such an enterprise, because it appropriates the mental capacities of the human condition and makes the seemingly over complex palatable to the creative minds driving typical R&D departments.
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Business Decisions Rationality, 2007.
An analysis of the shortcomings of various business decisions undertaken by the writer in a small business.
728 words (approx. 2.9 pages), 1 source, APA, $ 25.95
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Abstract
This paper examines a business decision undertaken by the writer within the past year. The paper expressly looks at the rational decision-making process and the six steps Max Bazerman identifies in "Judgment in Managerial Decision-making." It then illustrates the shortcomings of a computational approach and the errors of the writer in his business approach. In the end, the paper effectively argues that computational models to business decisions rarely work when human beings are involved because human beings are fairly unpredictable, dynamic company assets with emotions and feelings.
From the Paper
"In the end, it is clear that there are certain problems with the "fully rational" model of decision-making. Most of all, it assumes that all variables and eventualities can be accurately weighted - and this is simply not possible when unpredictable, volatile human beings are cast into the equation. Secondly, the process requires that managers have a thorough understanding of the problem before them before they begin the step-by-step march towards a rational solution (Bazerman 2006). Because it places so much emphasis upon mathematical calculations weighting different alternatives and criteria, the rational decision-making approach can easily lead to the wrong things being "added up" - with the predictably disastrous results. In the end, the process places too much emphasis upon quantifying things without appreciating the dynamics of their environment."
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Rational vs. Irrational Thinking, 2002.
An examination of individual decision making as an irrational thought process.
1,820 words (approx. 7.3 pages), 3 sources, MLA, $ 58.95
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Abstract
This paper discusses how Nietzsche and Freud both believed that individuals make decisions based on irrational thought processes. It looks at how Nietzsche recognized irrational thought as natural and normal, and believed that decisions are driven based on the instinctual nature of man to be irrational. It shows how Nietzsche in fact, strongly supported the idea that the instinctual mind of man should be allowed to reign free, so that man can be free and live life to it?s fullest without restriction. It also analyzes how Freud believed that therapy and psychoanalysis could achieve a more wholesome and rational decision making process. He felt that society as a whole would benefit from more reasonable and rational thinking, and believed he could teach men to overcome their base and irrational impulses.
From the Paper
"Nietzsche also promoted the concept of nihilism. He stated that there is no morality that could be derived from God or Nature, because ?God is dead? and that the old values of truth were lost and not valid (Kreis, 2000). This idea is the foundation for nihilism, the belief that ?values are baseless, and that nothing can be known or communicated.? (Lexico, 2003). He supported the idea that all previous theories of value and morality should be rejected to make room for future improvement. However, he did feel that man could create his own values and overcome mediocrity by becoming his own master and being true to himself and no other (Kreis, 2000). This was very common among supporters of nihilism, the belief that the rejection of old values could lead to the creation of a new self and civilization, one that adhered to it?s natural instincts and irrational nature."
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A Tough Decision: "Utilitarianism: For and Against" by Bernard Williams., 2001.
A philosophical discussion regarding the thought process of Jim, the central character in this book and an examination of ethics.
1,330 words (approx. 5.3 pages), 0 sources, $ 44.95
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Abstract
In this paper the author discusses ?Utilitarianism: For and Against?, a book by the philosopher Bernard Williams. The author attempts to delve into the mind of Jim, and ultimately see how the story might end. In so doing he considers Jim?s mindset as a pacifist and how he rationalizes thoughts and deals with issues of ethics. The author then looks at the theories of Kant in order to assess whether Jim?s decision making would have been different if he had adopted Kant?s theories regarding free will.
From the paper:
?There is little time for Jim to make his decision: He is in the unique position to decide the fate of twenty individuals. In a mind characterized by introspection and reflection many thoughts race by: He knows what he must do, but the distaste of the act of sacrificing one for the lives of the other nineteen is most distasteful to him. He tries to reduce the horrific act in front of him by rationalizing that he does not know any of these poor souls; that it is not as if the life of someone close to him were at stake.?
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Education- The Rational Choice?, 2006.
This paper examines the rationale behind those who drop out of school and the economic implications.
2,467 words (approx. 9.9 pages), 8 sources, MLA, $ 75.95
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Abstract
In this paper the author examines the rationale behind high school students in America who drop out before graduation. Despite the reports of the higher percentages of students that finish school, the author points out that there are still a large number of students who drop out of school before graduating. He suggests that according to classical economic rationale there must be a valid reason for these students dropping out. In this paper, the author tries to determine the conditions under which this decision makes economic sense and looks at the economic models of education. In conclusion the author states that all the economic models of education he presents, point to the same general conclusion: more education is better and it is a rational choice to continue education. However, the author points out that these models only hold for middle class white students from decent schools. For the poor, he highlights, from the inner city, the models do not hold as the problem is not the decision-making function of the poor it is more the types of jobs available, the dismal state of education, and the general hopelessness of life that leads students to undervalue their futures.
From the Paper
"The addition of these two components, rate of return and time preference, make this model a much more accurate decision function from which to view the decision to drop out. Rate of return to a high school degree has been studied. "In the United States, each year of education raises earning power by an average of 5-6% with effect tending to rise with the duration of education." (Weale, A Critical Evaluation of Rate of Return Analysis, pp. 729). Weale goes on to conclude that there is actually a point of zero return to education and then a level where extra education actually negatively influences income. This general finding is corroborated specifically for high school levels of educational attainment by Weiss, who finds that "The best estimate was each year of secondary education had roughly a 3.7 percent increase on the previous wage of the workers in that plant." (Weiss, High School Graduation, Performance, and Wages, pp. 807) Certainly, high school levels of education attainment continue to show increasing returns for each additional year beyond the 9th grade. With perfect information, it seems rational to continue one's education."
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Public Policy-Making Process, 2006.
A review of public policy making and the public policy-making process.
2,114 words (approx. 8.5 pages), 9 sources, APA, $ 66.95
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Abstract
This paper takes a look at the process of public policy making. According to the paper, the policy making process that occurs in governmental organizations is a complex process that involves many organizations and entities, and is inclusive of several stages in the policy-making process. The paper further discusses the thesis of Charles E. Lindblom and Edward Woodhouse.
Outline:
Introduction
The Nature of Policy
Different Kinds of Policy Analysis
How Perceived Problems gets on the Public Agenda
The Major Players in the Process
The Decision-Making Processes Used to Adopt Policies
The Environment Within Which Policy Must Take Place
How Federalism Impacts the Policy-Making Process
Assessment of the Process Using the Thesis of Lindblom and Woodhouse
From the Paper
"Policy analysis is stated to have its limitations in the work of Lindblom and Woodhouse and the policy-makers are generally given too much advice or information which is incidentally extensive but does not offer a contrary or different point of view. Another limitation exists in the fact that while one group would hold that the correct action was taken yet another group would believe that the action was incorrect and this is based on individual reasoning. Stated is: "There runs a deep and wide river of information and opinion fed by many springs, from formal research projects to letters to the editor, some of which makes it way into the thinking of those with direct influence over policy." [p.15]"
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Decision-Making, 2007.
This paper discusses the advantages and disadvantages of group decision-making versus individual decision-making.
1,590 words (approx. 6.4 pages), 3 sources, APA, $ 52.95
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Abstract
This paper states that some of the advantages of group decision-making over individual decision-making is that there are more resources, the work load can be spread evenly amongst all of the members of the group and there are more diverse viewpoints. The author points out that the disadvantages of group decision-making is that the process is more time consuming, there is more pressure to conform, and there is a possibility of unfair treatment and questionable leadership. The paper concludes that the type of organization and the kind of decision to be made determine whether it is better to use a group or individual decision-making process.
From the Paper
"...it is sometimes difficult to ascertain who's the boss or the leader. Imagine there being a football team without the head coach, or a marching band without a drum major. Those things can be in existence without the head coach and the drum major, but I guarantee that those entities will not be able to stay afloat for even a short period of time. It is imperative that the group come to a general consensus about who the spokesperson or leader for the group will be. Doing this will alleviate a lot of stress and eliminate the ambiguity in the group's assignments."
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Strategic Decision Making, 2005.
This discussion investigates strategic decision-making in project management organizations, focusing on the World Bank and UNESCO.
25,514 words (approx. 102.1 pages), 45 sources, MLA, $ 249.95
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Abstract
The research explores how corporations or organizations make strategic decisions in project management. The investigation focuses on organizations such as the World Bank and UNESCO providing a comparison of these two entities. Tje paper explains how the World Bank makes special use of the project life cycle which is composed of eight phases: Country assistance strategies, identification, preparation, appraisal, negotiation and board approval, implementation and supervision, implementation and completion and evaluation. It shos how the World Bank relies on various strategies and the board of directors in the decision making process. On the other hand, the paper explains how UNESCO relies on the general conference and the bureau of strategic planning to make decisions for the organization. Project management is specialized for each project. It also includes an objective and goal for each aspect of the organization. A SWOT analysis is made for both organizations. The discussion focuses on the key factors involved in making decisions. The research indicates the importance of feasibility studies for both organizations and the success of the projects that have been implemented. The literature review discusses project management, product management, benchmarking, strategic marketing and other components of strategic planning. In addition, the research investigates strategic decision-making as it relates to human resources including team training and the characteristics of a project manager. The strategies and marketing aspects of the organizational strategies are also investigated. Finally, the discussion focuses on future studies in areas of strategic decision-making and project management.
Outline
Abstract
Executive Summary
Chapter I
Introduction of Topic
Introduction
Background
Conclusion
Chapter II
Comparison of the World Bank (International Bank) and UNESCO
Introduction
On What Basis do Corporations or Companies Make Strategic Decisions in Project Management?
World Bank (International Bank)
Strategic Decision-Making and Project Management
SWOT Analysis
Strengths
Weaknesses
Limited Scope of Operations
Opportunities
Threats
Conclusion (World Bank)
UNESCO
Strategic Decision Making
Education
Objectives
Natural Sciences
Information Systems and Communication
Objectives
Social and Human Sciences
SWOT Analysis
Conclusion (UNESCO)
Man-made Limitations
Seasonal Factors
Institutional Factors
Comparison of Feasibility Studies between the World Bank and UNIDO
UNIDO
Successfulness of Projects
Chapter II Conclusion
Chapter III
Literature Review
Introduction
Strategic Management
Project Management and Strategic Decision Making
Project Management
Strategic Decision Making
Project Managers and Project Teams
The Role of Product Innovation and Development
Creativity
Benchmarking
Strategic Marketing and Planning
Chapter III Conclusion
Chapter IV Future Studies
Introduction
Future Studies
Chapter IV Conclusion
Chapter V
Discussion& Conclusion
Introduction
Discussion
Conclusion
References
From the Paper
"Strategic Decision Making has long been a part of the corporate culture. The need for strategic decision-making became evident after World War II; this will be discussed in detail in the literature review. Strategic decision-making is also essential because most organizations are now using project teams to complete certain tasks. Therefore, the ability of managers to make strategic decisions is important. In recent years, project management has become increasingly more popular. In addition, the importance of strategic decision-making has become more prominent. The development of new ideas and concepts has led many organizations to seek out project managers to implement the new innovative projects properly. There is evidence to suggest there is a shortage of project managers, which is a reflection of the changing corporate environment. To combat this shortage of project managers many business schools have begun to offer specializations in project management."
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Empowerment and Group Decision Making, 2005.
Considers how empowerment and participative decision making improves the decision making process within organizations.
2,300 words (approx. 9.2 pages), 7 sources, APA, $ 79.95
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Abstract
This paper considers how empowerment and participative decision making improves the decision making process within organizations. It looks at downsizing efforts that empower workers and the benefits to the organization of participative decision making.
From the Paper
"In recent years groups have become increasingly important in the American workplace as companies move toward fewer managers, more empowered workers and away from hierarchical organizational structures ..."
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Rational Emotive Behavior Therapy, 2002.
A review of "A Guide to Rational Living" which presents the theory of rational emotive behavior therapy.
1,327 words (approx. 5.3 pages), 1 source, MLA, $ 44.95
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Abstract
This paper discusses the concept of Rational Emotive Behavior Therapy (REBT) as presented in "A Guide To Rational Living" by Ellis and Harper. The writer then presents a personal application of REBT, and more specifically the concept presented in Chapter 7 "Overcoming the Influences of the Past" where REBT is applied to a learning experience in real life, through the experience of alcoholism.
From the Paper
"The mere fact that children need love, approval, and attachment, means that to be deprived of these needs would result in sadness, loneliness, and depression. When needs are not met, children and adults will tend to go beyond the original event and effort to make things better. Unfortunately, this attempt can lead to self-blame and beliefs that self-improvement would prevent future neglect. Overexertion toward becoming more deserving of love may ensue ("I absolutely must perform well") or the opposite may occur. The child may believe that there is no hope and life will always be void of love due to beliefs of unworthiness."
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Rational Choices in Irrational Lives, 2004.
A discussion as to what extent rational choice can be observed in everyday life.
4,015 words (approx. 16.1 pages), 15 sources, APA, $ 108.95
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Abstract
This paper examines the resurgent rise in social psychology of the questioning of rational choice in everyday life. It argues that rational choice can explain everyday behaviour only to the extent that the behaviour(s) under consideration can be said to flow from reasoned deliberation. The paper reviews conceptions of rationality; examines the concept of behaviour in and finally discusses the limits to which rational choice can be used to explain behaviour in everyday life.
Table of Contents:
Rationality and Rational Choice
A Question of Behaviour
Individual Behaviour
Group Behaviour
Spontaneous Behaviour
Premeditated Behaviour
Rational Choices, Everyday
Conclusion
From the Paper
"Questions of the extent to which rational choice can explain behaviour in everyday life are arguably ones of relatively recent creation. Aristotle arguably took for granted the fact that rational choices explained actions or behaviour. In book seven of his Nicomachean Ethics he clearly delineates that goals come from character, which he deems the non-rational part of humans, while action and the choices of ways to proceed toward those goals, ones choice of action or behaviour, flow from the intellect - the rational part of individuals. The Enlightenment thinkers developed his position and more than held to his commitment to rationality. The primacy they accorded reason, and humanity's ability to reason, played a great part in the formation of the Enlightenment ideal of rationality."
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