Social Statistics for Management Studies

Social Statistics for Management Studies

"I showed my masterpiece to the grown-ups and asked them whether the drawing frightened them. 

They answered me: "Why should anyone be frightened by a hat?" 

My drawing was not a picture of a hat. It was a picture of a boa constrictor digesting an elephant. Then, I drew the inside of the boa constrictor, so that the grown-ups could see it clearly. They always need to have things explained."

― Antoine de Saint-Exupéry, The Little Prince (1943)

Index

Introduction

If we miss the desire why and how we want to use statistical knowledge, mathematical equations remain in our minds just as a blurred shadow, soulless test items to memorize. This class proposes how your desire for "management" can be a motivation to learn social statistics. The class won't be easy as we will train ourselves in both statistics and business management. Nevertheless, you will eventually learn that it takes two to tango. 

The first three weeks provide a basic overview of social statistics. The class starts with an introduction to basic probability theory to show you how statistical models can provide you with toolkits to handle uncertainties in business management (Week 1). Then, it illustrates how the observed patterns can provide you with a general insight into the prediction. By understanding the sampling framework, you will get a sense of when you can believe that the past can be extrapolated to the future and when you can't do that (Week 2). We will also explore how we can formularize our business insights into simple sentences. You will see from this part how we can make data-driven decisions but at the same time, you will also see that the data does not speak for itself (Week 3). 

The next four weeks are devoted to the specific processes of social statistics which can benefit from different social scientific disciplines. The first issue is about measurement, or defining and operationalizing the construct behind observations. In specific, Psychometrics illuminates that social science (or any human-related topics including management) engages in the project of measuring things that we cannot directly measure and provides a careful approach to how we can deal with the problem of measurement (Week 4). The second issue is about causality. Econometrics pays rigorous attention to the statement: "Correlation does not imply causation". We will learn about the terms endogeneity and exogeneity. We will learn how we can design experiments or capture the quasi-experimental opportunities from observations. At the same time, I will also show you that these skills become meaningful only when we have a sound business model in our minds (Week 5). Third, we will loosen the statistical assumption of independent observation that we had in the previous approaches. This part includes generic statistical remedies like hierarchical modeling or clustered standard errors but also includes an overview of Sociometrics and when and how interdependence can be the protagonist of the statistical model (Week 6). Lastly, machine learning approaches have been highly mystified as a panacea for data-driven management recently. This class demythologizes it by providing a framework of how you can consider machine learning as a toolkit in your pouch. It will specify its two main utilities: prediction and discovery and will also specify when it works and it won't work (Week 7). 

Again, it takes two to tango! If we lose the balance between data and business insights, we may stuck with ideas that do not follow the real world or we may cling to statistics with no valid implications. The lecture ends with a pragmatic action profile of how you can enact the interdependence between data and insight. The recipe of a balanced approach will provide practical knowledge that empowers you in terms of business management (Week 8).

References

[Books]

[Papers]

[Notes]