Managing change without changing managers: An investigation of influences on decision making performance of public sector managers within novel and complex environments

Author

David Clark-Murphy, Edith Cowan University

Date of Award

1-1-1997

Document Type

Thesis

Publisher

Edith Cowan University

Degree Name

Master of Business

Faculty

Faculty of Business

First Supervisor

Richard McKenna

Abstract

This study examines relationships between the cognitive and decision making styles of individual managers, and their decision making performance , within public sector environments during structural and cultural reform. The main purpose is to develop a more effective means of matching managers to their novel and complex working environments, to minimise staff turnover and improve productivity.

Recommended Citation

Clark-Murphy, D. (1997). Managing change without changing managers: An investigation of influences on decision making performance of public sector managers within novel and complex environments. Edith Cowan University. Retrieved from https://ro.ecu.edu.au/theses/902