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Management and Decision Making - Essay Example

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Summary
It is important to realize that people have different decision-making styles which favour certain faculties or thought processes. The problem, 'The University wishes to increase the engagement of students on its degree programmes' requires proposed recommendations for achieving the goal suggested by the problem statement under analysis…
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Management and Decision Making
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Management and Decision Making

Download file to see previous pages... The following learning outcomes are expected after careful assessment of the problem: (i) Identify objectively the nature of the problem/opportunity facing the organization; and (ii) apply a range of qualitative and quantitative problem solving techniques to reach reasoned and balanced recommendations about operational activities. The report includes outlines of rich pictures to fully present the situation which will be supported by clear research strategy and methodology to justify the picture. The proposed notional or conceptual system helps the problem issues. Following and experiencing a soft systems methodology approach will really affect change.
Suhr (1999) explained that there are four concepts of CBA. The first is factor which is an element or a component of a decision. Second is criterion which is a decision rule or a guideline; any standard on which a judgment is based. The third is attribute; this is a characteristics or consequence for one alternative, and the fourth is advantage. This is the difference between the attributes of two alternatives.
The future success of both individuals and organizations will depend on their mental, emotional and physical choices. What might not be obvious is that their choices will depend on their methods of decision-making, according to Suhr. The need for a decision arises when anomalous events occur. Often these events stem from internal changes
The CBA model works by listing the advantages of each alternative and selecting the alternative with the greatest number of advantages.


SIMPLE METHODS FOR SIMPLE DECISIONS

Special Methods for Complex and Very Complex Decisions
Tabular Method
Two-List Method
Simplified Tabular Method
Simplified Two-List Method
Instant CBA
Very Simple Methods for Very Simple Decisions


Attributes

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Attributes

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Advantages
Advantages
(Advantages)
Advantages
(Advantages)


Importance
Importance
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Total Important
Total Importance
(Total Importance)
(Total Importance)
(Total Importance




The CBA process does the following: (i) summarizes the attributes of each alternative; (ii) decides the advantages of each alternative; (iii) decides the importance of each advantage; and (iv) chooses the alternative with the greatest total importance of advantages. This is also sometimes called the Cause-Effect Model.
Beach (1997) observed that the need for a decision arises when anomalous events occur. Often these events stem from internal changes. To make sense of the anomalous events, the decision maker must mentally put the events in the proper context to give them meaning which allows him or her to draw on previous experience to decide what to do.

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