The New Science of Management Decision

activity advance alienation already amount analysis applied authority automation beanbricks become capacity capital central chapter comparative complex computers concerned conclusions consider continuing cost course decision decision-making direct discussion economic effects employment energy environment evidence example executives expect fact factory force future goals handling Hence human important improvement increase Industrial input intelligence interest introduction kinds knowledge labor larger less limits machine matter means mechanization memory methods natural nonprogramed occupations operations organization organizational particular past percent person planning possible predict present problem solving processes production programed programed decision question real wages reason reduce relations relatively response rise simply situation skills social society structure task technical techniques tion trends understanding units whole workers