Judgment in Managerial Decision Making, 7th Edition

by ;
  • ISBN13:


  • ISBN10:


  • Edition: 7th
  • Format: Hardcover
  • Copyright: 2008-08-01
  • Publisher: WILEY
  • View Upgraded Edition

Note: Supplemental materials are not guaranteed with Rental or Used book purchases.

Purchase Benefits

  • Free Shipping On Orders Over $35!
    Your order must be $35 or more to qualify for free economy shipping. Bulk sales, PO's, Marketplace items, eBooks and apparel do not qualify for this offer.
  • Get Rewarded for Ordering Your Textbooks! Enroll Now
  • We Buy This Book Back!
    In-Store Credit: $1.76
    Check/Direct Deposit: $1.68
List Price: $108.00 Save up to $75.60
  • Rent Book $32.40
    Add to Cart Free Shipping


Supplemental Materials

What is included with this book?

  • The Used and Rental copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.


Behavioral decision research has developed considerably over the past 25 years, and now provides important insights into managerial behavior. Bazerman & Moore's Judgment in Managerial Decision Making, 7 th edition embeds behavioral decision research into the organizational realm by examining judgment in a variety of managerial contexts.This book includes information that is useful for anyone seeking further information on improving his or her judgment and decision making. Throughout, you'll find numerous hands-on decision exercises and examples from the author's extensive executive training experience that will help you improve the quality of your managerial judgment.

Author Biography

Max H. Bazerman is the Jesse Isidor Straus Professor of Business Administration at the Harvard Business School. In addition, Max is also formally affiliated with the Kennedy School of Government, the Psychology Department, and the Program on Negotiation at Harvard. He is the author or co-author of over 150 research articles and chapters, and the author of numerous other books. Professor Bazerman was named one of the top 30 authors, speakers, and teachers of management by Executive Excellence in each of their two most recent rankings.

Don Moore is an Associate Professor of Organizational Behavior at Carnegie Mellon University¹s Tepper School of Business, and holder of the Carnegie Bosch Faculty Development chair.  Don is also formally affiliated with CMU's Department of Social and Decision Sciences, and he is the founding director of the Center for Behavioral Decision Research.  He received his Ph.D. in Organization Behavior from Northwestern University.

Table of Contents

Introduction to Managerial Decision Makingp. 1
The Anatomy of Decisionsp. 1
System 1 and System 2 Thinkingp. 3
The Bounds of Human Rationalityp. 4
Introduction to Judgmental Heuristicsp. 6
An Outline of Things to Comep. 10
Common Biasesp. 13
Biases Emanating from the Availability Heuristicp. 18
Biases Emanating from the Representativeness Heuristicp. 21
Biases Emanating from the Confirmation Heuristicp. 28
Integration and Commentaryp. 40
Bounded Awarenessp. 42
Inattentional Blindnessp. 46
Change Blindnessp. 47
Focalism and the Focusing Illusionp. 48
Bounded Awareness in Groupsp. 50
Bounded Awareness in Strategic Settingsp. 51
Bounded Awareness in Auctionsp. 59
Discussionp. 61
Framing and the Reversal of Preferencesp. 62
Framing and the Irrationality of the Sum of Our Choicesp. 65
We Like Certainty, Even Pseudocertaintyp. 67
The Framing and the Overselling of Insurancep. 70
What's It Worth to You?p. 71
The Value We Place on What We Ownp. 72
Mental Accountingp. 74
Do No Harm, the Omission Bias, and the Status Quop. 76
Rebate/Bonus Framingp. 78
Joint Versus Separate Preference Reversalsp. 79
Conclusion and Integrationp. 82
Motivational and Emotional Influences on Decision Makingp. 84
When Emotion and Cognition Collidep. 84
Positive Illusionsp. 90
Self-Serving Reasoningp. 94
Emotional Influences on Decision Makingp. 96
Summaryp. 99
The Escalation of Commitmentp. 101
The Unilateral Escalation Paradigmp. 103
The Competitive Escalation Paradigmp. 105
Why Does Escalation Occur?p. 108
Integrationp. 112
Fairness and Ethics in Decision Makingp. 113
Perceptions of Fairnessp. 113
Bounded Ethicalityp. 122
Conclusionp. 134
Common Investment Mistakesp. 136
The Psychology of Poor Investment Decisionsp. 138
Active Tradingp. 145
Action Stepsp. 147
Making Rational Decisions in Negotiationsp. 151
A Decision-Analytic Approach to Negotiationsp. 152
Claiming Value in Negotiationp. 155
Creating Value in Negotiationp. 156
The Tools of Value Creationp. 161
Summary and Critiquep. 166
Negotiator Cognitionp. 168
The Mythical Fixed Pie of Negotiationp. 168
The Framing of Negotiator Judgmentp. 169
Escalation of Conflictp. 171
Overestimating Your Value in Negotiationp. 172
Self-Serving Biases in Negotiationp. 174
Anchoring in Negotiationsp. 176
Conclusionsp. 178
Improving Decision Makingp. 179
Use Decision-Analysis Toolsp. 181
Acquire Expertisep. 186
Debias Your Judgmentp. 189
Reason Analogicallyp. 191
Take an Outsider's Viewp. 193
Understand Biases in Othersp. 195
Conclusionp. 198
Referencesp. 200
Indexp. 223
Table of Contents provided by Ingram. All Rights Reserved.

Rewards Program

Write a Review