Jove
Visualize
Contact Us
JoVE
x logofacebook logolinkedin logoyoutube logo
ABOUT JoVE
OverviewLeadershipBlogJoVE Help Center
AUTHORS
Publishing ProcessEditorial BoardScope & PoliciesPeer ReviewFAQSubmit
LIBRARIANS
TestimonialsSubscriptionsAccessResourcesLibrary Advisory BoardFAQ
RESEARCH
JoVE JournalMethods CollectionsJoVE Encyclopedia of ExperimentsArchive
EDUCATION
JoVE CoreJoVE BusinessJoVE Science EducationJoVE Lab ManualFaculty Resource CenterFaculty Site
Terms & Conditions of Use
Privacy Policy
Policies

Related Experiment Videos

The overburdened manager and decision making.

P D Olson

    Business Horizons
    |September 9, 1979
    PubMed
    Summary
    This summary is machine-generated.

    Managers can use intuition, management analysis, or Type 1 and Type 2 error analysis for decision-making. Type 1 and Type 2 error analysis strengthens intuitive decision-making by focusing on facts and evaluating alternatives.

    Related Concept Videos

    You might also read

    Related Articles

    Articles linked to this work by shared authors, journal, and citation graph.

    Sort by
    Same author

    Cestode genomics - progress and prospects for advancing basic and applied aspects of flatworm biology.

    Parasite immunology·2011
    Same author

    Molecules and morphology reveal cryptic variation among digeneans infecting sympatric mullets in the Mediterranean.

    Parasitology·2009
    Same author

    On the position of Archigetes and its bearing on the early evolution of the tapeworms.

    The Journal of parasitology·2008
    Same author

    Hox genes and the parasitic flatworms: new opportunities, challenges and lessons from the free-living.

    Parasitology international·2007
    Same author

    Cryptic species of Didymobothrium rudolphii (Cestoda: Spathebothriidea) from the sand sole, Solea lascaris, off the Portuguese coast, with an analysis of their molecules, morphology, ultrastructure and phylogeny.

    Parasitology·2007
    Same author

    Insight into the role of cetaceans in the life cycle of the tetraphyllideans (Platyhelminthes: Cestoda).

    International journal for parasitology·2006
    Same journal

    Paradoxes and mysteries in virus-infected supply chains: Hidden bottlenecks, changing consumer behaviors, and other non-usual suspects.

    Business horizons·2022
    Same journal

    Audits and COVID-19: A paradigm shift in the making.

    Business horizons·2022
    Same journal

    Business meetings in a postpandemic world: When and how to meet virtually.

    Business horizons·2022
    Same journal

    The new business landscape.

    Business horizons·2022
    Same journal

    When gig workers become essential: Leveraging customer moral self-awareness beyond COVID-19.

    Business horizons·2022
    Same journal

    Transitioning to a virtual onboarding process during the COVID-19 pandemic: An interview with Kat Judd, Vice President of People and Culture at Lucid.

    Business horizons·2022
    See all related articles

    Area of Science:

    • Management Science
    • Decision Analysis
    • Organizational Behavior

    Background:

    • Top managers operate under intense time pressure, often relying on intuition rather than systematic planning.
    • Managerial decision-making frequently utilizes verbal communication due to its timeliness.
    • Crucial organizational data resides within managers' minds, posing challenges for delegation.

    Purpose of the Study:

    • To explore decision-making methods available to managers.
    • To identify conditions enabling effective delegation of problem-solving tasks.
    • To present Type 1 and Type 2 error analysis as a structured approach to decision-making.

    Main Methods:

    • Discussion of intuition as a primary decision-making tool for busy managers.
    • Analysis of five organizational conditions required for successful delegation to management analysts.

    Related Experiment Videos

  • Introduction and promotion of Type 1 and Type 2 error analysis for logical decision support.

    • Main Results:

    • Delegation to analysts is feasible only under specific organizational conditions, including trust, adaptability, time, information sharing, and organizational size.
    • When delegation conditions are unmet, Type 1 and Type 2 error analysis offers a structured alternative.
    • This method aids managers in evaluating the likelihood and consequences of different strategies.

    Conclusions:

    • Type 1 and Type 2 error analysis enhances intuitive decision-making by incorporating explicit logic and factual evaluation.
    • Effective decision-making strategies must account for managerial time constraints and the nature of organizational data.
    • The choice of decision-making method depends on organizational context and the feasibility of delegation.