A case study presentation of the results obtained by the authors when doing a decision-making simulation exercise.
Written in 2008; 864 words; 2 sources; MLA; $ 30.95
Paper Summary:
This paper discusses the simulation that was taken individually by the authors of the paper. The simulation was an exercise of the decision-making steps and how each member of the group would respond to the same situation. This paper identifies some problem evaluation tools and techniques and how those tools differ from other similar situations. It also looks at how the simulation techniques assist in the evaluation of the decision making process, the outcomes reached in the simulation and what changes were brought about in the decision making process for each team member.
Table of Contents:
Identifying the Evaluation Tools
End results
From the Paper:
"Each author had different results based on there own personal decisions. Hilda received an A rating, Brian received a B+ rating and Cheryl received a B rating. Brian's decisions tended to lean towards some of the more legal implication, reporting concerns, and addressing the employee's concerns of pay and retention. Hilda's decisions leaned more towards the concern of product mix, the encroaching competition and employee satisfaction. Cheryl's decisions tended to lean towards employees satisfaction, retention and a more aggressive marketing strategy. One of the thoughts that emerged from this project that all team members noticed was that of letting corporate take care of problems that they are willing to take on and not to try and solve all problems locally, for example the IT problem. Do not spend discretionary funds on replacing the IT when corporate is willing to come out and train them. Not every problem has to be dealt with at a local or individual level unless it's truly a local problem. In taking the simulation the authors' would change their own individual decision making process. As mentioned above there would be a better emphasis on employees and dealing with problems of locality not corporate."
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