Architects and engineers can build models to test their ideas - why not managers? In Game Theory in Management: Modelling Business Decisions and Their Consequences, author Michael Hatfield presents a series of mathematically structured analogies to real-life business and economic interaction scenarios, and then, using modern game theory, he shows how to test common managerial technical approaches for their effectiveness. His results are astonishing: if game theory is correct then many commonly-held and taught management approaches and techniques are not only less effective than thought, they are actually detrimental in many areas where they are held to be beneficial. Game Theory in Management also examines managerial implications from network theory, cartage schemes, risk management theory, management information system epistemology, and other areas where the quantification and testing of business decisions can be employed to identify winning and losing stratagems. While the topic may seem complex, Game Theory in Management is a readable and fast-paced book; readers will come away with an entirely new perspective on the objectives, tactics, even purpose of management, and ways of evaluating the selected strategies and decisions of those within the team, inside the macro organization, and among competitors. Easily-employed tests for the validity and efficacy of management information systems are also addressed, as are those environments where cartage schemes can be most effective, and where they are not. In the areas of asset, project, and strategic management, Game Theory in Management is certain to become a game-changer.
Over the last 14 years of advising leading global companies, author Philip Weiss developed a unique approach designed for the modern executive to adapt and thrive in this age of vast networks, digital communications and perpetual change. The Hyperthinking model is predicated on the assumption that the most important skill required to help you and your organization grow is the mind-set of individuals. Using the techniques in this book, practitioners will be able to continuously alter their perceptions and discover how to adapt to this new business world.
The Single-Minded Project offers an approach to project management that is entirely complementary to the existing methodologies; one that recognises that at its heart, the management of a project relies on the perceived choices and methods, behaviours and decision-making of its players and the freedom of action that is permitted to the project regime. It fills in the gaps where the methodology doesn’t provide any kind of response to questions such as ‘how fast should we deliver this project’ and ‘how much diligence is appropriate in our decision-making’. It recognises that performance ultimately rests on human knowledge, resolve, skill and collaboration.
The use of Italian culture in the Jacobean theatre was never an isolated gesture. In considering the ideological repercussions of references to Italy in prominent works by Shakespeare and his contemporaries, Michael J. Redmond argues that early modern intertextuality was a dynamic process of allusion, quotation, and revision. Beyond any individual narrative source, Redmond foregrounds the fundamental role of Italian textual precedents in the staging of domestic anxieties about state crisis, nationalism, and court intrigue. By focusing on the self-conscious, overt rehearsal of existing texts and genres, the book offers a new approach to the intertextual strategies of early modern English political drama. The pervasive circulation of Cinquecento political theorists like Machiavelli, Castiglione, and Guicciardini combined with recurrent English representations of Italy to ensure that the negotiation with previous writing formed an integral part of the dramatic agendas of period plays.
Drawing upon previously unknown written sources and piecing together thousands of fragments of information spanning hundreds of years, Michael Wright tells the story of the jews-harp’s long history in the Britain and Ireland. Beginning with a chapter describing the instrument, he then looks at the various theories of its ancient origin, how it came to be in Europe, terminology, and its English name. He goes on to explore its commercial exploitation and the importance of the export market in the development of manufacturing and looks at the instrument’s appearance and use in art, literature and the media. Finally he considers the many players who have used the instrument throughout its long history.
The Directory of Federal Court Guidelines outlines the requirements of over 600 federal judges in detailed form along with the procedures they mandate on such essential matters as discovery, scheduling conferences, alternative dispute resolution, voir dire, marking of exhibits, and jury participation. This is critical inside information directly from the federal courts and judges compiled and published in cooperation with the American Bar Association's Section of Litigation. You will get every sitting judge's educational background, previous experience on the bench, with the government and in private practice, and honors and awards. Many judges have provided photographs and the names and telephone numbers of their secretaries and court clerks as well. Updated three times a year, Directory of Federal Court Guidelines will prove to be a vital research tool for preparing your case.
This volume contains a selection of the best papers from the Computer Assisted Learning 1993 symposium. The theme of the proceedings, CAL into the mainstream, reflects the growing realization over the past few years that technology has a central role to play in supporting the changes which are taking place in educational provision and practice.
In The World of William Byrd John Harley builds on his previous work, William Byrd: Gentleman of the Chapel Royal (Ashgate, 1997), in order to place the composer more clearly in his social context. He provides new information about Byrd's youthful musical training, and reveals how in his adult life his music emerged from a series of overlapping family, business and social networks. These networks and Byrd's navigation within and between them are examined, as are the lives of a number of the individuals comprising them.
Architects and engineers can build models to test their ideas - why not managers? In Game Theory in Management: Modelling Business Decisions and Their Consequences, author Michael Hatfield presents a series of mathematically structured analogies to real-life business and economic interaction scenarios, and then, using modern game theory, he shows how to test common managerial technical approaches for their effectiveness. His results are astonishing: if game theory is correct then many commonly-held and taught management approaches and techniques are not only less effective than thought, they are actually detrimental in many areas where they are held to be beneficial. Game Theory in Management also examines managerial implications from network theory, cartage schemes, risk management theory, management information system epistemology, and other areas where the quantification and testing of business decisions can be employed to identify winning and losing stratagems. While the topic may seem complex, Game Theory in Management is a readable and fast-paced book; readers will come away with an entirely new perspective on the objectives, tactics, even purpose of management, and ways of evaluating the selected strategies and decisions of those within the team, inside the macro organization, and among competitors. Easily-employed tests for the validity and efficacy of management information systems are also addressed, as are those environments where cartage schemes can be most effective, and where they are not. In the areas of asset, project, and strategic management, Game Theory in Management is certain to become a game-changer.
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