By Michael Allingham
We make offerings forever - approximately trivial concerns, approximately the right way to spend our cash, approximately the best way to spend our time, approximately what to do with our lives. And we're additionally regularly judging the choices folks make as rational or irrational. yet what sort of standards are we making use of once we say selection is rational? What courses our personal offerings, particularly in instances the place we don't have whole information regarding the results? What techniques can be utilized in making judgements which have an effect on lots of people, as in relation to govt policy?
This e-book explores what it potential to be rational in a lot of these contexts. It introduces rules from economics, philosophy, and different parts, exhibiting how the idea applies to judgements in way of life, and to specific occasions reminiscent of playing and the allocation of resources.
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We make offerings for all time - approximately trivial issues, approximately the way to spend our funds, approximately tips to spend our time, approximately what to do with our lives. And we're additionally always judging the selections people make as rational or irrational. yet what sort of standards are we using once we say selection is rational?
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Extra info for Choice Theory: A Very Short Introduction
Shaping Strategic Change. Sage, London. Pollitt, C. 2003. Agencies, Apples and Pears: mapping the agency debate. Paper presented at the 7th International Research Symposium on Public Management (IRSPM), Hong-Kong, 2–4 October. Rhodes, R. 2000. New Labour’s civil services: summing up joiningup. The Political Quarterly, 71. Salaman, G. 1995. Managing. Open University Press, Buckingham. Senge, P. 1990. The Fifth Discipline. Doubleday, New York. 19 20 S T R AT E G I C C H A N G E M A N A G E M E N T Vigoda, E.
Third, we have to work simultaneously on different dimensions: the organizational structure and operations, the mission and the strategy, the internal and external culture. Fourth, the objectives have to fit with the different stakeholder perspectives, with the available resources, with the mission and the institutional and political legitimacy of the organization. Fifth, implementation needs a good balance between leadership, commitment from the middle management and involvement from the lower levels.
C H A L L E N G E S A N D S T R AT E G I C I S S U E S The legal and (quasi-)contractual hierarchy setting up the port defines a number of fundamental objectives and obligations. The various documents are not perfectly consistent, and some “missions” are rather anecdotal, but essentially the port’s public service missions can be summarized in three broad categories: mobility, economic development and waterway management. They are reflected in the port’s mission statement (revised 2002): Our objective is to manage and develop in an optimal way the harbour activity, within the framework of our management autonomy.
Choice Theory: A Very Short Introduction by Michael Allingham