![]() ![]() ![]() So Barnard-and such later theorists as James March, Herbert Simon, and Henry Mintzberg-laid the foundation for the study of managerial decision making. ![]() “‘Decision’ implies the end of deliberation and the beginning of action.” “Policy making could go on and on endlessly, and there are always resources to be allocated,” he explains. The introduction of that phrase changed how managers thought about what they did and spurred a new crispness of action and desire for conclusiveness, argues William Starbuck, professor in residence at the University of Oregon’s Charles H. There it began to replace narrower descriptors such as “resource allocation” and “policy making.” Sometime in the midst of the last century, Chester Barnard, a retired telephone executive and author of The Functions of the Executive, imported the term “decision making” from the lexicon of public administration into the business world. ![]()
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