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Emotions and Feelings in the Decision Making Process, 2001.
The role of culture, emotions and feelings in the decision making process as defined by the consumer psychology paradigm.
4,632 words (approx. 18.5 pages), 15 sources, $ 119.95
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Abstract
This essay explores the emotions and feelings in the decision making process. It does this by first defining what is meant by the decision making process. It then looks at emotions and feelings in consumer psychology, relating how this impacts on the decision-making process. The essay also views the role of these emotions and feelings in the decision-making process in the South African context, and discusses various ways in which emotions and feelings can be used in a marketing strategy to enhance marketing communication (i.e.: the combination of advertising, the sales force, public relations, packaging and any other technique in which that the company provides itself and its products) and a company?s total product (i.e.: the entire set of characteristics involved in the marketing strategy).
From the Paper
"The most perverse and influential assumption in consumer behavior research is that a decision making process precedes purchases (ie: that the consumer goes through a complex process of deciding what and where to purchase, before the actual purchasing itself). Many definitions of the decision making process exist, but most agree that two or more actions occur within it and, therefore, choice must occur. In addition, individual consumer?s ?evaluative criteria? facilitate the forecasting of each alternative?s consequences for the consumer?s goals or objectives. Further, the chosen alternative is determined by an evaluative procedure, and information sought from external sources or retrieved from memory is processed in the application of this evaluation process (Olshavsky & Granbois, 1991). Interestingly, there is evidence that a significant proportion of purchases may not be preceded by a decision process, and that for many purchases, a decision process never occurs."
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Decision-Making Process, 2004.
An analysis of how personal, organizational, and cultural values can affect the decision-making process.
848 words (approx. 3.4 pages), 3 sources, MLA, $ 30.95
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Abstract
Whether they are personal, organizational, or cultural values, these values not only define ethically acceptable boundaries for the decision-making process, but also steer the individual towards the most socially accepted decision. Given this significance, the paper discusses how cultural values affect the decision-making process. The paper explores the relationship between organizational values and personal values and investigates how this affects decision-making and organizational commitment. Finally, the paper examines an example of how core values in the United States Air Force affect decision-making for its troops .
From the Paper
"Finegan (2000) investigated the relationship between organizational and personal values and how these affected the decision-making process, as well as organizational commitment. Both employees and organizations share one fundamental characteristic, ?values?. These evaluative standards are used to discern between ?right? and ?wrong? or to assess the importance of preferences. It is not surprising that an employee would be more comfortable working in an environment that is consistent and supportive of his or her own personal values. And, as anticipated, through the use of hierarchical multiple regression analyses, Finegan found that an employee?s perception of organizational values positively affected their commitment level. When personal values align with organizational values, the employee is typically more devoted and more productive. However, in addition to this commitment level, aligned values positively affect the decision-making process as well, which also positively affects productivity."
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Military Decision Making Process, 2007.
A discussion on the relevancy of the military decision-making process in a wartime environment.
750 words (approx. 3.0 pages), 7 sources, MLA, $ 26.95
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Abstract
This paper looks at how the army's present, military decision-making process (MDMP) still represents the realities of command decision-making in battle and provides a practical guide to the efficient organization of large unit staff planning activities. The paper maintains, however, that the MDMP should be translated into an effective and robust digital resource to keep abreast with changing and emerging information and communications technologies. The paper further notes that the important thing to consider at the present stage is how to completely translate the MDMP into a digital resource and utilize emerging information and communications technology to complement and improve decision-making in battle and provide a practical guide to the efficient organization of large unit staff planning activities.
From the Paper
"The methodology of which will ensure that whatever digital resource package chosen or developed for the electronic MDMP or e-MDMP will suit and meet the needs of commanders from strategic to tactical level. Timeliness, user friendliness and robustness are key features of the e-MDMP considering it will be deployed not only in the soft and cool confines of the Pentagon and used by office staff but rather in various battle environments and up to the level of the grunt. The system should endeavor to real time capability in order to fast track decision-making at all levels."
"However, digitizing the MDMP entails change management plan and a totally different learning curve since it contains not only military-learned skills but skills and knowledge in the use or emerging information and communications technology."
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The Decision Making Process, 2006.
This paper focuses on the importance of an effective and productive decision making process, as it pertains to the Boston Beer Company.
976 words (approx. 3.9 pages), 5 sources, MLA, $ 34.95
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Abstract
This paper examines the business practices of the Boston Beer
Company, one of the world's most successful breweries, which has successfully implemented logistics management decision making software. The writer of this paper details how the Transportation Management Systems (TMS) software solved an ongoing problem related to inbound and outbound shipments at the Boston Beer Company. This paper illustrates how TMS not only simplified logistical decision making but also reduced costs and provided more efficient deliveries. The improvements, such as the ability to reduce or redeploy transportation staff, were felt instantly as the automation of previous manual tasks were eliminated, thanks to the successful implementation of the TMS software. The writer of this paper contends and explains why the logistics management decision processes were more prevalent on the outbound side as opposed to the inbound side. The Boston Beer Company has used its experience with their outbound logistical process to help implement an efficient and productive inbound system.
Table of Contents:
Introduction
Decisions
Inbound Logistics
Importance
Conclusion
References
From the Paper
"The process was controlled by software that enhanced the decision making objectives of management. For example, transportation and truck utilization was an area that was greatly improved through the Transportation Management software technology. These changes brought on dramatic cost savings. "Even mid-sized companies can often drive millions of dollars to the bottom line through improved shipment optimization and execution effectiveness, while simultaneously improving customer service. The opportunity for larger companies, with annual freight budgets that may exceed $100 million dollars per year, is substantial." It was important to establish inbound logistics because of the potential savings. The most important aspect of inbound logistics is the overall process improvement."
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The Decision-Making Process, 2005.
This paper is a personal essay discussing values in the decision-making process.
1,125 words (approx. 4.5 pages), 3 sources, $ 44.95
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Abstract
This paper relates three different kinds of values, from the perspective of the author, as part of the decision-making process. The author points out his or her own values. The paper discusses what a decision is, cognitive dissonance, methods of coping with cognitive dissonance and some reasons that change may occur to a person's values.
From the Paper
"There is a saying: "no matter where you go, there you are." Stripped to its most basic meaning, it tells us that no matter how we try to escape them, we carry our belief system, our knowledge base, and our values with us, inside. We base our actions on all of those things, every day of our lives. Is it possible to ignore these values in the decision-making process? Is it possible to make changes to these values, once they have been developed? Every day, I wake up, have breakfast and prepare for the day. I shower and dress appropriately for the tasks that await me. Perhaps I prepare my books for school, or make certain that my homework or housework is done. Perhaps I see my friends or go to a movie. Maybe I just indulge in a quiet day off in which I go nowhere and talk to no one."
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Decision Making Process, 2004.
A brief discussion of the processes involved in decision making.
1,125 words (approx. 4.5 pages), 3 sources, MLA, $ 38.95
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Abstract
This paper provides a detailed examination of the decision making process. The writer goes through the six steps of the decision making process and how it applies to everyday life needs.
From the Paper
"Everything in life is tied to a decision in one way or another. Whether it is about what to eat, what to wear, who to date, where to work or what to buy, decisions are a part of every aspect of life and society. While it is one of the most used processes in life, it is also one that is taken for granted many times. The decision making process itself has often been ignored when its full value would be valuable to the person making the decisions. When a person makes a decision they often by pass several of the steps that could help them choose the best outcome, and instead do the first thing that comes to mind. The actual decision making process has been studied for a long time and it has evolved into six steps that can be replicated in any decision that needs to be made. If a person is careful to take their time and use all six of the decision making steps they will find that they have made the best choices in almost all instances of their life."
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The Social Work Decision-Making Process, 2007.
This paper examines the social work process of decision making by using the case study of a 67-year-old man, originally from Jamaica.
1,305 words (approx. 5.2 pages), 5 sources, MLA, $ 44.95
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Abstract
This paper stresses that, in order to make an appropriate decision about the circumstances of a services user, it is important to address issues regarding factors which may impact on the work done. The author points out the issue of ageism, especially the significance that must be given not only to the primary service user, in this case Jack, but also to any relevant secondary service users, such as Jack's daughter and the involved neighbor. The paper discusses four levels of participation available to service users: (1) being told of the decisions made but with no input from the service user, (2) being consulted but without self-determination, (3) partnership with both parties having an equal distribution of decision-making power and (4) control by the user, with the social worker taking a supportive rather than influencing role.
From the Paper
"Distortion to the decision frame could be created by less than accurate information or bias by the person constructing the frame. If a social worker had particularly strong views that people over sixty five years of age belonged in a care home, then that may become the only option in that box. Therefore it is of vital importance that social workers are fully aware of their own values and ethics as well as the values held by the agency that they work with, as bias can occur at any level in professional practice."
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Employee Discipline and the Decision-Making Process, 2002.
A look at modern day decision-making theories and their implementation on employee discipline problems.
2,911 words (approx. 11.6 pages), 11 sources, MLA, $ 86.95
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Abstract
One of the toughest decisions business managers must make is the issue of discipline. When an employee breaks the rules or acts in a way that could be dangerous to others or effect the productivity of the group, the manager must decide what course of action is best for everyone. This paper examines a scenario in which a situation involving an employee requires disciplinary action. The paper explores the possible solutions to the situation in regards to modern decision-making theory and research, such as the Classical and Administrative Models, and the involvement of the group in the decision-making process.
From the Paper
"There are several advantages to group decision formats. There is a broader base of opinions from which to form the definition of the problem. There are also more facts and alternatives to be evaluated. By participating, group members will be more likely o support the decision made, even if they do not completely agree. Open discussion can also clarify points that may not be clear and helps reduce uncertainty about alternatives.
There are also several disadvantages to group decision making. The first is that this process can be time-consuming and this may lead to wasted resources. There may be difficulty reaching a consensus as to the best alternative. Participants may not wish to have them seen as outcasts. The desire to please other members of the groups may cause some members to express the expected answers, and not necessarily express their true opinions. Responsibilities may not be clearly defined, as is a must for an effective decision making process."
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The Decision-Making Process, 2007.
An analysis of Amos Tversky and Daniel Kahneman's article "Judgment under uncertainty: Heuristics and Biases".
1,404 words (approx. 5.6 pages), 0 sources, $ 46.95
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Abstract
The paper discusses the core premise of this article that people are not influenced as much by factual probability data as they are by cognitive heuristics when making a decision or judgment. The paper examines the article's idea of three important heuristics; availability, representativeness and anchoring. The paper agrees with the authors' identification of heuristics, but does not agree with the extent of their influence or role in judgment. The paper maintains that other factors also come into play and must be accounted for.
From the Paper
"The authors maintain that when a person is making a decision about something, he is likely to assign them probabilities. In the process, he will eliminate those possibilities, which have a zero probability. Once they are removed, the rest of the possibilities will be arranged according to a sub-process, which is based on three important heuristics. These heuristics are defined as availability, representativeness and anchoring. Availability is the heuristic device that is used to assess the frequency and possibility of some event. In this case frequency is connected with the number of times this event occurred in the past and possibility is connected with likelihood of it happening in the future."
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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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Ethics in Decision Making, 2002.
Discusses the basic ethical rules to be considered in the decision-making process, focusing on physician-assisted suicide.
1,019 words (approx. 4.1 pages), 2 sources, APA, $ 36.95
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Abstract
There are several ground rules that should be considered in the decision-making process, when ethics are concerned. Ethics operate according to a certain set of moral criteria acceptable to society at a given time or in a given place. The paper shows that ethics or morals dictate how we as human beings should conduct our lives. They determine the standards of right or wrong actions in terms of the truly human life. A further aspect of ethics is admitting where society?s ethics fall short in terms of concerns that are minimized or ignored. The paper explains that the ultimate consideration in a decision-making process is not primarily one of religious or legal importance, but of social and human importance. The paper uses euthanasia as an example of using ethics in a decision-making process.
From the Paper
"The most pressing issue appears to be dignity. The argument is that people should have the right to die with dignity, which presumably is not the case if they are, for example, kept alive by machines. There is, however, an opposite point of view stating that death with the aid of a physician is not guaranteed to be dignified. Others approach the issue from a philosophical point of view, saying that meeting death with dignity is the natural result of living life with dignity. This then separates the issue entirely from the way in which a person dies. When all factors are taken into account, the conclusion is that a dignified death requires more than simply a legal right. A dignified death would require a large amount of courage and faith from a number of involved persons."
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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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The Science of Decision Making, 2002.
This paper discusses the decision-making process required to operate a business.
824 words (approx. 3.3 pages), 3 sources, MLA, $ 29.95
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Abstract
This paper points out that all businesses require a great deal of decision-making and that successful decisions are vital to the success of a business. It then examines a systematic approach to the decision- making process which companies can use to determine their best course of action.
From the Paper
"The practice of business is the practice of making decisions. How many are needed for the sale staff? How do we best position our product in the market? What should our advertising strategy be? If we downsize, will it increase profits? The use of ?Decision Science? attempts to provide a framework through which business managers can evaluate multiple possible courses of actions and generate plans well suited to their current needs and future goals and plans."
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Critical Thinking and Decision Making, 2004.
Discusses the relationship between critical thinking and the decision making process.
859 words (approx. 3.4 pages), 2 sources, APA, $ 30.95
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Abstract
This paper defines the terms 'critical thinking' and 'decision making' to understand the relationship between the two. It then discusses how these two concepts relate to one another and the benefits of critical thinking for the decision making process. Finally, a discussion, with supporting examples, is presented on whether or not critical thinking exists in the author's personal organization.
From the Paper
"Decision making is simply the steps taken to come to a conclusion, whether those steps are logical or not. Interestingly, decision making does not have to be an individual process. Decision making can occur in groups as well. This is experienced daily in democracies or consensus settings. This pluralistic view of decision making occurs in a variety of settings such as: governments, businesses, and families. The end result, however, is the same - an alternative is selected as the response to a situation."
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Strategic Decision Making, 2007.
This paper investigates how senior management influences peers to adopt cultural change within a decision-making context.
5,854 words (approx. 23.4 pages), 7 sources, MLA, $ 140.95
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Abstract
The paper reveals that the strategic decision-making process is an essential part of the success of a company. The paper looks at factors such as risk tolerance and cultural background that influence the decision. The paper explains that risk tolerance is used to measure how many risks a business is willing to assume in the carrying out of organizational goals. The paper explores the role that cultural background plays in the decision-making process and shows how in certain cultures, the decision-making process can almost be predicted based on the cultural norms of the society. The paper concludes that that risk tolerances and cultural background influence the decision- making process of senior managers.
Outline:
Introduction
Strategic Decision Making and its Importance
Risk Tolerance
Cultural Background
Conclusion
From the Paper
"Strategic decision making is what separates successful companies form companies that are not successful. At every level of management that are decisions that must be made to ensure that the company is performing in the manner that it is capable of. With this being understood senior mangers have a unique responsibility in that the decisions that they make impact the decisions that lower level managers make which in turn affects the performance and direction of an entire company. As a result of this cause and effect relationship it is also essential that the strategic decisions that are being made are in congruence with the strategic goals and objectives that have already been established by the company."
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