In order to upgrade office skills and become more competitive, the management team needs more software instructional tools implementation. However, without a bank of computers on site, it will be impossible to provide the training. To find the most effective solution to this problem, we will go through a decision making process. The decision making steps designed by Robert McDaniel and laid out in his Career Specialist and Training Manual will be what we will follow in arriving at the best decision.
Decision Making Process
1. Identify the problem. Define it clearly.
2. Gather relevant information. What information is needed? What are the
best sources to obtain this information?
3. Identify alternative solutions. Specify two or more paths of action. Imagine
And gain information regarding alternatives.
4. Weigh evidence. List pros and cons to determine which solution is best. Prioritize.
5. Choose among alternatives or combinations of alternatives.
6, Take action. Review the decision and its consequences.
7.Look at the results. Has the problem been solved?
As we undertake this decision making process, it is important to remember that the decisions do not have to be set in concrete: that they are flexible and there is no one right choice. So, armed with this decision making construct, we will apply its framework to our decision making process.
1. Problem. Our office needs more software training. However, there are not enough computers on which to train. We need to decide what to do about the training. Also, we need to figure out who will be the trainer.
2. Information. We have one hundred people that need to train. Thus, we will need to find that many computers at once, or we need to break up in shifts to train. We need to get this training completed as soon as possible, conceivably by the beginning of the next month, which is ten days away. That doesn’t give enough time to break up in shifts, as there is one intensive 40 hour week needed to complete the training.
3. Alternatives. We have looked at the problem thoroughly and conceptualized the following alternatives:
1. We can buy one hundred computers to implement the training at one time. Each computer is a business module and may be purchased for $1000. from IBM. Additionally, Dell can provide computers for $800. However, they do not have all the features of the IBM. Thus, to purchase this large amount of computers would set the company back anywhere from $80,000. To $100.000. Our office software budget is $91,000. Thus it is feasible that we could purchase that many computers. We do not have a large enough training office unless we use the cafeteria however. We could do that with WIFI. Thus, if we use this method, we will purchase the Dell computers and train in the cafeterias. We could use one of the managers to train for free.
2. We could outsource the training to a local computer company. However, the maximum amount of computers they have is 45. They told us they can train our people in shifts for $300. per person. The total cost would be $30,000.
3. We could go to the local library and use their staff computer man who will train the entire group for $8500. They too, do not have 100 computers. Only 28.Additionally, we will have to wait until his schedule clears and he doesn’t know what date that will be.
4.Weigh evidence. There are several ways of looking at the evidence. Cost and efficiency and time are the factors that need to be satisfied in determining our solution.
The first solution will cost $80,000. We have enough money in the budget for that. And we have our own trainer on staff. In addition, we will now permanently have computers for future training. The time factor can be satisfied because the computers can be shipped overnight and the training can start the following Monday and be finished by that Friday. The second solution costs $30,000. Although it is $50,000. less than the first solution, we are unable to train in shifts. Because of the lack of computers, we will not be ready by the specified time. The third solution is similar to the second. Although it is the cheapest alternative of all, at $8500, it is uncertain when we can take the training. Also, we can not do it in shifts, as time is of the essence.
6. Take action. Our decision is the only sound alternative. Because we are pressed for time, we are buying the Dell computers. They will arrive tomorrow. Training will be Monday through Friday of the following week. Our main manager will provide the training. Although we will be out $80.000, we will also have the computers permanently for more training or office work and we will still have money left over in our budget if other needs arise.
7.Results. The computers arrived on time. The training was completed on time. Everyone has upped their skill levels and the entire office is now more competitive. The decision was the right one for our office.
“Decision Strategies,”(2006). Berkeley.edu. http://www.lib.berkeley.edu/jobs.html
Guffey, M.(1996). Business Communications Process and Product. Cincinnati:South Western College.
McDaniel. R.(1995). Career Training and Specialist Manual. St.Louis: University of