Daniel N. Braunstein

A behaviorally-based measure of manifest needs in work settings

Abstract This investigation represents an attempt to develop and validate a research instrument (Manifest Needs Questionnaire) capable of measuring the four needs of achievement, affiliation, autonomy, and dominance using behaviorally-based scales. The instrument is designed to measure such needs with specific reference to work settings and with minimal time requirements for completion. Results of both laboratory and field studies among 640 subjects indicate that the instrument exhibits acceptable levels of convergent, discriminant, and predictive validity, as well as reasonably high test-retest reliability and internal consistency. Results are compared to other, lengthier instruments designed to measure similar needs.

Information requirements prototyping for decision support systems

Information requirements determination for Decision Support Systems (DSS) is often inadequately handled due to premature structuring thus precluding dynamic changes in the framing of the problem by managers. A review of relevant concepts in the behavioural decision making literature is provided. Case studies from three large business organizations illustrate system problems with information requirements. The authors suggest prototyping as a more valid approach to determining information requirements.

Managerial Decision Making

The article reviews the books “Managerial Decision Making,” by George P. Huber and “Model Building for Decision Analysis,” by Patrick Rivett.

Behavioral Science---Relating the Logic of Management Science to Executive Decision-Making

Recently I have had some pleasantly positive responses from working managers in profit and non-profit organizations, as well as colleagues and readers of this column, to the effect that it is worth teaching scientific process as a very practical approach to general management problem-solving. That is, the operating manager can use aspects of scientific method as a convenient strategy for making decisions and evaluating the impact afterwards. If this seems rather obvious to many readers, they must realize that it is not obvious to many managers perhaps a large majority. Furthermore, it is only recently that even a sizable minority of faculty teaching in Business schools has subscribed to this point of view.