50 words reply agree or disagree to each questions
Q1.
Throughout my time with previous employer analytical decision making was used when time permitted. Analytical decision making provides the most accurate and comprehensive decision-making tool. When using analytical decision-making, decisions are justified, information management occurs, and uncertainty is faced with confidence. Subject matter experts provide creditable contributions analytical decision-making. Several organizations select and utilize different types of decision-making models. My previous employer sometimes relied on data and models to make well informed decisions. This post will compare the decision-making model and data, models, and knowledge (DMK) framework.
Management decision-making process relies on pathfinding, analysis along with management review and action. Pathfinding consists of asking and answering questions. The base for pathfinding questions is finding alternatives, problem solution, organizational change, dominate competition along with reaching future organizational goals (Bell & Zaric, 2013). The analysis involves working though each proposed pathfinding solution. Analysis also includes comparing through determining each pathfinding solutions consequences, solution prioritization, available data and collection of additional data (Bell & Zaric, 2013). Management conducts thorough review of both pathfinding and analysis phases; to include making appropriate changes or revisions to the solutions (Bell & Zaric, 2013). Upon thorough review by management, actions are taken.
DMK is characterization of input for decisions within the DMK decision-making model (Bell & Zaric, 2013). The data is essential to DMK framework; in addition to all data must be successfully abstracted, compiled and manipulated for effective decision (Bell & Zaric, 2013). Moreover, for model portion, data accessibility, model maintenance, along with model revision or development for organization occurs (Bell & Zaric, 2013). Under the DMK the model, data value provides ability to reach effective decision analysis, resulting in creating structure and data to task of decision-making process (Bell & Zaric, 2013). Knowledge for the model includes reaching and obtaining knowledge from employees within the organization, via probing questions (Bell & Zaric, 2013). Our text highlights, several examples of probing questions. Some of which include validating data sources, data dates, model validation and reviewing knowledge value on decision. Effectively reaching all stages of DMK leads to management making effective decisions.
Overall, the DMK hold similarities of data and questioning processes within each model. The DMK model portion via data processes and procedures provides the most challenges for management. From experience with previous firm, not all employees possess the knowledge to compile and manipulated data. For Management decision-making process, management is actively involved, compared to allowing data to drive decisions. Both models require effective communication and collaboration amongst employees, without effective communication practices both models will fail. DMK, requires management and employees to have a high knowledge base on data and to effectively use it to make decisions.
References
Peter C. Bell, & Gregory S. Zaric. (2013). Analytics for Managers: With Excel. Taylor and Francis.
Best Regards, Eric Cook
Q2. Based on this week’s readings, the decision-making process introduced in the book was informative and similar to many other processes that organizations use. The process used in the Marine Corps is called the Marine Corps Planning Process, which commanders use to identify problems within their units and utilize their staff to find solutions to these problems. Marine Corps Planning Process consists of six-steps problem framing, course of action development, course of action war game, course of action comparison and decision, orders development, and transition (MCWP 5-10, 2018).
The problem framing phase allows commanders and their staff to look into the environment and the nature of the problem (MCWP 5-10, 2018). The course of action development phase is one that is very critical and requires the team to apply their experience and knowledge. While in a regular organization, the decisions are made by the managers in finance, marketing, and human resources in the Marine Corps, the commander relies on the senior ranking and experienced individuals in these sections. The course of action development phase requires the staff to begin developing solutions that align with the commander’s intent and the mission. The course of action wargaming is where the staff will look further into the options they have identified. They will then analyze the possible actions or reactions expected by the adversary (MCWP 5-10, 2018). The course of action comparison and decision phase is where the staff will brief commanders on their courses of action, and the commander will either select a course of action or ask the staff to go back to the drawing board. Once the commander selects a course of action, the order development phase will begin, and the commander will put it into writing to implement the course of action (MCWP 5-10, 2018). The transition phase is where the units will execute the course of action.
I find benefits in any decision-making process as long as the individuals involved have the knowledge and experience to apply critical thinking to a problem. Necessary thinking skills must be sharp at a management level, and those in charge take whichever process they use seriously. Some issues I have seen in the Marine Corps Planning Process are the solutions that staff develop are one-sided and do not consider all aspects of the problem’s environment. I definitely see the benefit in organizations having people who are experienced to make critical decisions for the betterment of their organization. The purpose of bringing a staff together to develop a decision is to mitigate future problems, and not for the time being.
Ebru
References
Marine Corps Planning Process. (2018). Marine Corps Warfighting Publication 5-10. Department of the Navy. Headquarters United States Marine Corps. Washington DC. Retrieved from:
