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    Case Study 2

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    Kiran Shehzadi
    Baseball managers make both structured and unstructured decisions with some risk based on quantitative data about players as well as subjective factors like a player's mental state. Sabermetrics compiles quantitative baseball stats to help managers make better decisions. Rationality, bounded rationality, intuition, and evidence can all help front offices and coaches but there is a limit to how much information is useful given the complex variables in baseball. Too much reliance on only one type of decision making without considering other factors can limit effectiveness.

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    Case Study 2

    Uploaded by

    Kiran Shehzadi
    2K views2 pages
    Baseball managers make both structured and unstructured decisions with some risk based on quantitative data about players as well as subjective factors like a player's mental state. Sabermetrics compiles quantitative baseball stats to help managers make better decisions. Rationality, bounded rationality, intuition, and evidence can all help front offices and coaches but there is a limit to how much information is useful given the complex variables in baseball. Too much reliance on only one type of decision making without considering other factors can limit effectiveness.

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    Baseball managers make both structured and unstructured decisions with some risk based on quantitative data about players as well as subjective factors like a player's mental state. Sabermetrics compiles quantitative baseball stats to help managers make better decisions. Rationality, bounded rationality, intuition, and evidence can all help front offices and coaches but there is a limit to how much information is useful given the complex variables in baseball. Too much reliance on only one type of decision making without considering other factors can limit effectiveness.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    2K views2 pages

    Case Study 2

    Uploaded by

    Kiran Shehzadi
    Baseball managers make both structured and unstructured decisions with some risk based on quantitative data about players as well as subjective factors like a player's mental state. Sabermetrics compiles quantitative baseball stats to help managers make better decisions. Rationality, bounded rationality, intuition, and evidence can all help front offices and coaches but there is a limit to how much information is useful given the complex variables in baseball. Too much reliance on only one type of decision making without considering other factors can limit effectiveness.

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    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
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    of 2

    1

    Case Application: the business of baseball


    1. In a general sense, what kinds of decisions are made in baseball? Would you characterize
    these decisions as structured or unstructured problems? Explain. What type(s) of decision-
    making condition would you consider this to be? Explain.

    In general, decisions made in baseball are based on the linear thinking style. Baseball
    managers are using everything at their disposal to compute different kinds of data to help them
    make the best possible decisions for the team using rational, logical thinking. In baseball,
    managers are making decisions that will allow them to have the highest possible percentage of
    success, using whatever means possible. I would characterize these decisions as unstructured
    problems because they are using ambiguous data from several different qualities about a player,
    or even multiple players at once. I would consider this type of decision making condition to be a
    risk, because not all outcomes are known, but there is a reasonable amount of known data.

    2. Is it appropriate for baseball managers to use only quantitative, objective criteria in


    evaluating their players? What do you think? Why?

    I don’t think that it is appropriate for baseball managers to use only quantitative,
    objective criteria in evaluating their players. I believe that the personal feelings of the player
    matter to some degree, and have at least a minor effect on their performance during a game.
    Every single player has “off” games, a game where that player does not play to his or her fullest
    potential, and that needs to be factored in with every player in every single game that they play
    in.

    3. Do some research on Sabermetrics. What is it? What does it have to do with decision
    making?

    “Sabermetrics is the search for objective knowledge about baseball.” (James)


    Sabermetrics takes all of the tangible information from baseball, includes runs batted in, score
    speed, batting speed, at-bat percentages, etc., and makes that information work cohesively to
    compile a document that shows what needs to be done with a team to have the best possible
    chance of success out on the field. It basically takes everything that a manager needs to know
    about baseball and puts it all together in one document, allowing him or her to make the best
    possible decisions in several different states of play.

    4. Describe how baseball front office executives and college coaches could use each of the
    following to make better decisions: (a) rationality, (b) bounded rationality, (c) intuition,
    and (d) evidence-based management.

    Rationality could be used by managers to make the right plays at the right time. An
    example of this would be when the bases are loaded; you would most likely want the person with
    the record of the most homeruns under pressure to be at bat.
    2

    Bounded rationality could be used by managers to put in a pinch hitter when the bases are
    loaded, to almost guarantee a score for that play.

    Intuition could be used, and is used, when switching players out between innings,
    especially after something bad happens to the team, such as a complete strike out for all three
    players at bat.

    Evidence-based management is probably the hardest to relate to baseball, although I


    would say that a manager using evidence would use a certain pitcher’s pitch for the rest of the
    game, because it has been effective in the past.

    5. Can there be too much information in managing the business of baseball? Discuss.

    I think that there are too many different variables that are at play in baseball to be able to
    reliably predict what will happen within a game to manage it effectively. Managers usually take
    up one type of thinking, whether it is linear or non-linear thinking, and use solely that type of
    decision making process when managing baseball. However, baseball, with all of its intricacies,
    needs to be looked at with both types of decision making processes.

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