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Decision-Making Models.
This paper applies various decision-making models to the funeral home industry.
1,150 words (approx. 4.6 pages), 4 sources, APA, $ 39.95
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Abstract
This paper explains that a decision-making model helps a decision maker to structure the process by which he or she makes a decision; a good funeral director must be prepared with a number of models to help him or her make appropriate judgments in difficult situations. The author points out that conflict is the root of most decision-making difficulties, and there will always be conflicting factual and emotional evidence in any decision one is faced with on the job. The paper relates that the organizational model decision-making construct allows the funeral director access to the most accurate cause and effectual information; thereby, consulting the individual's will or other instruction regarding the deceased's desires and then negotiating between the participants involved by applying a flow approach to the decision using the steps of framing, deciding, communicating, implementing, and evaluating.
From the Paper
"When making a decision in the real world, it's a common and popular method to diffuse conflict by saying, 'oh, it's not a matter of life and death.' However, when a funeral director is making decisions regarding the most appropriate methods for his or her actions on a daily basis, or in a difficult situation at a funeral home, it is a matter of life and death. It is a matter of death because of the nature of the subject matter of the profession. It is a matter of life for the dead person's loved ones and relatives. The deceased and the living both have needs and wishes that are at stake, regarding the final obsequies for the individual who has passed on."
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Decision-Making Model Analysis, 2007.
An analysis of two decision-making models; the 9 step model and the decision tree.
1,053 words (approx. 4.2 pages), 2 sources, MLA, $ 36.95
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Abstract
The paper compares the 9 step model to the decision tree in terms of advantages and disadvantages, as well as the approach to problems presented. The paper defines what the decision tree is and looks at how, in terms of a managerial or work-related decisions, the decision trees are useful. The decision trees clearly state out different courses of action, as related to different variables and restraints that may appear. The paper looks at the advantages of using a decision tree when making a decision. By comparing the two different models, the paper concludes that the decision tree is actually part of the 9 step model as the 9 step model is more complete in its approach.
From the Paper
"The decision tree starts with listing the decision that needs to be made , listed at the top of the tree. Each possible solution that can be adopted depending on different variables will form different branches of the decision tree. Each branch may carry its own ramifications, if, for example, each solution brings about new conditional variables (for example, an organization may have to decide on either launching a new product or consolidating the existing one, but launching a new product can be done either through innovation or through purchasing an existing line from a competitor). Each of the branches will have a measurable outcome, evaluated in term of cost, profitability, increase in market share etc. Each outcome will have attached an estimated probability that it will happen. Multiplying the probability with the outcome value for each node will allow us to have, in the end, a final score for each of the possible decisions and numerically evaluate the options."
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Decision-Making Model Analysis, 2007.
A look at the analytic hierarchy process of decision-making and how it was used by the writer in a recent job-related decision.
989 words (approx. 4.0 pages), 3 sources, MLA, $ 35.95
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Abstract
This paper describes a particular decision-making model and explains how the model was used by the writer in a recent job-related decision. It shows how critical thinking also impacted the decision. The paper lists the three phases and seven steps of the analytic hierarchy process and discusses how it was applied to the writer's job as a category manager for a food service distributor.
Table of Contents:
Abstract
Decision-Making Models
Decision-Making Model
Analytic Hierarchy Process
Application of Analytic Hierarchy Process
Decisions and Critical Thinking
Conclusion
From the Paper
""Decision-making is the cognitive process of selecting a course of action from among multiple alternatives" (Wikipedia 2005). The effect of the decision-making process will result in a choice. The choice may be derived through rational or irrational reasoning as well as factual basis or assumptions. Businesses today will invest the time and money necessary to train associates in critical thinking skills as well as decision-making models. A common decision-making model is the Analytic Hierarchy Process."
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Decision-Making Model, 2006.
A paper analyzing a model of a decision-making process.
761 words (approx. 3.0 pages), 1 source, MLA, $ 27.95
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Abstract
This paper analyzes a decision-making model that uses five different steps in the decision-making process. The first step implies a brief definition of the problem that an organization faces while the second step involves the examination of the problem and a look at the right alternatives by which the problem can be solved. The third step implies making the decision and the fourth and final steps deal with implementing and evaluating the decision.
From the Paper
"In the case of our organization, the problem is that one of the departments has two compartments which not only do the same thing, but manage to overlap one another. As such, the organization is dealing with a lack of efficiency and an unclear circuit of documents and decisions."
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Ralston Cereal Decision-Making Model, 2005.
Examines Ralston's options for reducing the amount of shipping damage to its cereal boxes.
920 words (approx. 3.7 pages), 3 sources, APA, $ 31.95
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Abstract
This paper examines Ralston's options for reducing the amount of shipping damage to its cereal boxes when shipping to its customer, Publix. Options for changing the cereal boxes, the packing of the boxes, and the handling of the boxes are all considered.
From the Paper
"Ralston Cereal's third largest customer is Publix which will not accept any cases of cereal with dents or damages on them. Ralston ships Publix approximately three truckloads of the cereal per week comprising ..."
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Model for Decision Making, 2005.
A discussion regarding decision making models tailored to suit the needs of the healthcare industry.
900 words (approx. 3.6 pages), 3 sources, $ 35.95
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Abstract
This paper shall discusses the most effective decision-making model relating to the healthcare industry. The paper further discusses the elements of the ethical model of decision-making, and how it would best serve those within the healthcare community.
From the Paper
"Members of the healthcare community are consistently seeking decision-making models that will aid in providing methods to ensure a safe working environment, as well as a positive outcome that will benefit both the workforce, and the patients that we serve. Furthermore, because of the nature of the field in question it is imperative to base decisions on ethical concerns of the healthcare community, because in so doing the universal standards of excellence expected by all that are related to the industry will be met. Lawrence Birkner and Ruth Birkner (2000) discuss the importance of a model for decision-making in healthcare that is specifically related to ethics. The authors stipulate that the first consideration of the healthcare professional should be that healthcare and safety must be addressed hand in hand in order to begin to create an environment that is conducive to healthcare (Birkner & Birkner, 2000, p. 11)."
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The Political Model of Decision Making, 2005.
A look at the advantages of the political model in a decision making process.
1,258 words (approx. 5.0 pages), 3 sources, MLA, $ 42.95
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Abstract
This paper examines how, when the political decision making model is applied to a problem, an organization can conclude that the chosen decision will be able to work in practice. The writer explains how applying the decision model allows an organization to assess the impact of the change on employees and develop a plan for implementation that takes into account the needs of employees. Overall, the political decision making model allows a decision to be made that will be effective in practice, not just in theory.
From the Paper
"The political decision-making model looks at all forces that may impact a change that is made. This is described as ?recognizing the role of stakeholders in affecting and shaping matters of significance to the organization? (Fulop & Linstead, 1999, p. 316). In addition, the model is described as being based on ?reconciling the interests of different stakeholders? while recognizing the organization as ?a system adapting and learning to cope with a variety of internal and external constraints? (Fulop & Linstead, 1999, p. 316). This model can be applied to the situation where the company needs to increase production and is deciding how to achieve this."
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Consumer Decision Making, 2002.
This discussion examines how Einstein?s statement ?"the whole of science is nothing more than a refinement of everyday thinking" applies to the consumer decision making model.
1,306 words (approx. 5.2 pages), 6 sources, MLA, $ 44.95
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Abstract
Consumer decision making is a vital part of marketing and the business strategies that firm?s choose. This paper begins with some background information on Albert Einstein. It then focuses on the Consumer Decision making model and the stages of the process. Finally it discusses whether or not Einstein?s statement applies to the Consumer Decision Making model.
From the Paper
"Consumer Decision Making is the process by which individual choose to purchase products. There are three stages and three components that make up the consumer decision making process. The stages and related components include; input stage and external influences component, the process stage and consumer decision making component, and the output process which coincides with the post-decision behavior component."
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Decision-Making, 2007.
This paper discusses the advantages and disadvantages of group decision-making versus individual decision-making.
1,590 words (approx. 6.4 pages), 3 sources, APA, $ 52.95
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Abstract
This paper states that some of the advantages of group decision-making over individual decision-making is that there are more resources, the work load can be spread evenly amongst all of the members of the group and there are more diverse viewpoints. The author points out that the disadvantages of group decision-making is that the process is more time consuming, there is more pressure to conform, and there is a possibility of unfair treatment and questionable leadership. The paper concludes that the type of organization and the kind of decision to be made determine whether it is better to use a group or individual decision-making process.
From the Paper
"...it is sometimes difficult to ascertain who's the boss or the leader. Imagine there being a football team without the head coach, or a marching band without a drum major. Those things can be in existence without the head coach and the drum major, but I guarantee that those entities will not be able to stay afloat for even a short period of time. It is imperative that the group come to a general consensus about who the spokesperson or leader for the group will be. Doing this will alleviate a lot of stress and eliminate the ambiguity in the group's assignments."
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Decision Making in the Workplace, 2004.
Evaluates different deployments of the rational and organizational decision making approaches in the same workplace scenario.
937 words (approx. 3.7 pages), 2 sources, APA, $ 33.95
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Abstract
One of the key aspects to being a good manager is being a good decision maker and a good facilitator of decision making between others. However, although this statement may seem to be a cliche, like so many cliches about demonstrating strong leadership and business acumen, it bears a certain level of scrutiny when put into real world terms. This paper asks what happens when one must negotiate and mediate in the real world. It shows that, in these cases, there are two dominant paradigms every business manager must take into consideration, namely, what is economically feasible and good business sense, and what is ethically coherent with the company?s philosophy and American law. This paper applies two available decision making models that satisfy both of these aspects, the rational actor decision-making model and the organizational processes decision-making model.
From the Paper
"In other words, quite often decision making in the work force cannot presume that all conflicts have a rational basis, or that all mediate decisions made thusly can simply regard the quantitative and qualitative data that may be at the roots of a particular conflict. Decisions may ideally come from identifying relevant criteria, cause and effect beliefs, and different evaluations of proposed alternatives. However, if even from a purely rational basis conflict may result in all three areas, when conflicts in the workplace assume because of long-standing tensions, human resource management becomes even more difficult in achieving decisions that are mutually amicable for all parties."
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Empowerment and Group Decision Making, 2005.
Considers how empowerment and participative decision making improves the decision making process within organizations.
2,300 words (approx. 9.2 pages), 7 sources, APA, $ 79.95
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Abstract
This paper considers how empowerment and participative decision making improves the decision making process within organizations. It looks at downsizing efforts that empower workers and the benefits to the organization of participative decision making.
From the Paper
"In recent years groups have become increasingly important in the American workplace as companies move toward fewer managers, more empowered workers and away from hierarchical organizational structures ..."
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Strategic Decision Making, 2005.
This discussion investigates strategic decision-making in project management organizations, focusing on the World Bank and UNESCO.
25,514 words (approx. 102.1 pages), 45 sources, MLA, $ 249.95
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Abstract
The research explores how corporations or organizations make strategic decisions in project management. The investigation focuses on organizations such as the World Bank and UNESCO providing a comparison of these two entities. Tje paper explains how the World Bank makes special use of the project life cycle which is composed of eight phases: Country assistance strategies, identification, preparation, appraisal, negotiation and board approval, implementation and supervision, implementation and completion and evaluation. It shos how the World Bank relies on various strategies and the board of directors in the decision making process. On the other hand, the paper explains how UNESCO relies on the general conference and the bureau of strategic planning to make decisions for the organization. Project management is specialized for each project. It also includes an objective and goal for each aspect of the organization. A SWOT analysis is made for both organizations. The discussion focuses on the key factors involved in making decisions. The research indicates the importance of feasibility studies for both organizations and the success of the projects that have been implemented. The literature review discusses project management, product management, benchmarking, strategic marketing and other components of strategic planning. In addition, the research investigates strategic decision-making as it relates to human resources including team training and the characteristics of a project manager. The strategies and marketing aspects of the organizational strategies are also investigated. Finally, the discussion focuses on future studies in areas of strategic decision-making and project management.
Outline
Abstract
Executive Summary
Chapter I
Introduction of Topic
Introduction
Background
Conclusion
Chapter II
Comparison of the World Bank (International Bank) and UNESCO
Introduction
On What Basis do Corporations or Companies Make Strategic Decisions in Project Management?
World Bank (International Bank)
Strategic Decision-Making and Project Management
SWOT Analysis
Strengths
Weaknesses
Limited Scope of Operations
Opportunities
Threats
Conclusion (World Bank)
UNESCO
Strategic Decision Making
Education
Objectives
Natural Sciences
Information Systems and Communication
Objectives
Social and Human Sciences
SWOT Analysis
Conclusion (UNESCO)
Man-made Limitations
Seasonal Factors
Institutional Factors
Comparison of Feasibility Studies between the World Bank and UNIDO
UNIDO
Successfulness of Projects
Chapter II Conclusion
Chapter III
Literature Review
Introduction
Strategic Management
Project Management and Strategic Decision Making
Project Management
Strategic Decision Making
Project Managers and Project Teams
The Role of Product Innovation and Development
Creativity
Benchmarking
Strategic Marketing and Planning
Chapter III Conclusion
Chapter IV Future Studies
Introduction
Future Studies
Chapter IV Conclusion
Chapter V
Discussion& Conclusion
Introduction
Discussion
Conclusion
References
From the Paper
"Strategic Decision Making has long been a part of the corporate culture. The need for strategic decision-making became evident after World War II; this will be discussed in detail in the literature review. Strategic decision-making is also essential because most organizations are now using project teams to complete certain tasks. Therefore, the ability of managers to make strategic decisions is important. In recent years, project management has become increasingly more popular. In addition, the importance of strategic decision-making has become more prominent. The development of new ideas and concepts has led many organizations to seek out project managers to implement the new innovative projects properly. There is evidence to suggest there is a shortage of project managers, which is a reflection of the changing corporate environment. To combat this shortage of project managers many business schools have begun to offer specializations in project management."
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Decision-Making, 2002.
An examination of the three major theories decision-making.
2,650 words (approx. 10.6 pages), 10 sources, $ 97.95
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Abstract
This paper provides an examination of the modern theories of decision- making. In this paper, the term decision-making refers to the process of achieving a desired outcome or outcomes through a group, rather than through the motions of an individual or a group. The implication of an analysis of group decision- making process is therefore extremely useful in respect to business strategies and social dynamics. This paper examines the decision- making process through addressing the origins and history of decision- making, as well as three specific examples of decision- making.
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Group Communication and Decision-Making Methods, 2007.
A discussion regarding group communication and effective decision-making methods.
1,828 words (approx. 7.3 pages), 4 sources, MLA, $ 58.95
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Abstract
This paper provides an introduction to group-decision making methods and models. The paper reviews the best decision-making strategies groups can utilize to realize effective solutions to complex problems. The paper further explains how problem-solving methodology is utilized to reach consensus decisions among small groups.
Outline:
Introduction
Overview of Group Decision-Making Methods
Best Decision-Making Tactics
Problem-Solving Methodology in Group Settings
Cooperative and Competitive Group Resolution
Describe Group Issues in Creative Problem Solving
Behavior in Group Settings
Conclusion
From the Paper
"In a small group setting group processes that require improvement include situations where full group participation is not realized, especially when a majority vote is required for consensus. Other examples of situations where small group processes require improvement include those where unresolved arguments or conflicts exist that prevent group members from communicating clearly and addressing relevant issues at hand (Johnson & Johnson, 2000). In a small group process it is best not to consider certain members of a group or the majority as "winners" compared to the minority that may lose as "losers" as stated by Johnson & Johnson (2000) for this may "reduce the quality of the decision" (Foundation Coalition, 2007) and diminish the effectiveness of the resolution. Competition should not be the primary focus of a group decision-making setting because this will not lead to solution-oriented thinking. Rather than focusing on the problem that requires solving, group members are more likely to entertain themselves with methods they can employ to "win" other members of the group to their line of thinking or problem-solving methods."
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PMI Decision-Making Tool.
This paper discusses Edward de Bono's Plus/Minus/Interesting (PMI) decision-making technique, which can help managers to effectively improve their decision-making.
1,015 words (approx. 4.1 pages), 5 sources, APA, $ 35.95
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Abstract
This paper explains that planning using the PMI technique (1) gives managers a standard of measurement, thus allowing managers to determine if goals are being met; (2) helps managers to transform values and beliefs into specific coherent actions; and (3) allows limited resources like budgets and human resources to be committed in the most efficient manner. The author points out that, in the PMI technique, the T-chart is divided into three sections: plus (good points), minus (negative points), and interesting sections (points that are neither specifically good nor bad, but applicable, interesting, or have extended implications for the decision). The paper relates that the PMI may not be especially useful when a manager has few or no prejudices regarding a specific decision and already has a broad and nonjudgmental understanding of the problem; when a manager has strong existing biases, the PMI is especially useful.
From the Paper
"Small and large businesses, for profit and non-profit organizations, high technology and manufacturing businesses all require good decisions to be viable and successful. Further, in today's fast-paced and complex business environment, managers are often faced with difficult and sometimes seemingly unsolvable problems. As such, managers require decision making tools and techniques that are effective across a wide variety of situations. The Plus/Minus/Interesting (PMI) decision-making technique is one of most valuable and simple tools that managers can use to make effective decisions. Developed by Edward de Bono in his 1982 book, de Bono's Thinking Course, the PMI is essentially a thinking tool (PMI Edward de Bono's) that amplifies and improves on the common pro and con lists that many people devise."
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