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dc.contributor.authorGiauque, William Cannon
dc.date1975-08
dc.date.accessioned2013-03-07T21:53:39Z
dc.date.available2013-03-07T21:53:39Z
dc.date.issued1975-08
dc.identifier.urihttps://hdl.handle.net/10945/30064
dc.description.abstractTraditionally top management decision making relies heavily on informal techniques--intuitive judgements by experienced managers, traditions and 'rules of thumb' peculiar to each organization, or informal consensus among a group of managers. This report surveys the potential role of and desirability of more formal approaches to some top management decision problemsen_US
dc.description.sponsorshipThe work reported herein was supported by the Training and Evaluation Group of the Navy Education and Training System.en_US
dc.description.urihttp://archive.org/details/organizationalde00giau
dc.language.isoen_US
dc.publisherMonterey, California. Naval Postgraduate Schoolen_US
dc.rightsThis publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. Copyright protection is not available for this work in the United States.en_US
dc.subject.lcshNAVAL POSTGRADUATE SCHOOL (U.S.)en_US
dc.titleOrganizational decision makingen_US
dc.title.alternativeNAen_US
dc.typeTechnical Reporten_US
dc.contributor.corporateNaval Postgraduate School (U.S.)
dc.subject.authorDesign makingen_US
dc.subject.authorOrganizational decision makingen_US
dc.subject.authorNaval education and training systemen_US
dc.identifier.npsreportNPS55Gi75081


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