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Describes a study which used a graduate-level business game to examine consequences of objectively determined fit between managers' specialized competence and their functional roles in terms of individual and group performance. The game simulates a work environment of top-level management in industrial firms with responsibility for making operational decisions. (MBR)

The article focuses on the allocation of managerial time among a variety of tasks to achieve maximum return on total available time. It states that few studies have suggested the allocation of time using a normative criteria. It mentions that decision making is an essential activity for management. It suggests that decision problems arise when the possibility of changes in organizational resource allocation arise to allow for greater efficiency in achieving organizational goals. It talks about limitations of decision models and comments on the importance of evaluating alternative strategies for problem solving.

Provides an overview on the analysis of the business environment, a study of the diverse forces in the environment, the relationships among them over time and their effects on the organization. Use of environmental analysis in strategy making; Conduct of environmental analysis; Recommended composition for the environmental analysis staff.

Highlights the use of environment analysis in strategy making in business management. Analysis of actual practice in four organizations; Role of triggers in the strategy making process; Clarification of roles; Changes in existing stages.