SLIDE 8 Common Tools Used to Enhance Decision make: Define the problem evaluate alternate(a)s implement the elect alternative SPEAKER NOTES Focus on the problem, not the solution. Identify a problem and conclusiveness criteria and allocating weights to the criteria. Developing, analyzing, and selecting an alternative that can resolve the problem. delimitate the problem gather facts and develop alternatives. A problem becomes a problem when a manager becomes aware of it. There is embrace to solve the problem. The manager must have the authority, information, or resources postulate to solve the problem. Evaluate alternatives select the best alternative. Identifying viable alternatives. Analyzing alternatives, measure each alternatives strengths and weaknesses. The alternative with the highest total weight is chosen. Implement the chosen alternative Follow up and evaluate the chosen alternative. sic the decision to and gaining comment from those who will carry out the decision. The steadiness of the decision is judged by its outcomes; How effectively was the problem resolved by outcomes resulting from the chosen alternatives? If the problem was not resolved, what went wrong?
SLIDE 9รข€¦continue Six Cs of decision reservation; * Construct * Compile * Collect * Compare * Consider * Commit SPEAKER NOTES Construct a vindicated picture of precisely what must be needed Compile a list of requirements that must be met Collect information on alternatives that meet the requirements Compare alternatives that meet the requirements Consider the what might go wrong factor with each alternative Commit to a decision and follow through with it SLIDE 12 Strategies to Improve Ongoing carrying out: Standards and guidelines organizational design education and training process improvement and technology and hawkshaw development incentives organizational culture leadership and management SPEAKER NOTES Strategy... If you want to get a full essay, order it on our website:
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