Problem Analysis and Decision-Making Technique Paper

Problem Analysis and Decision-Making Technique Paper

The team has chosen to use the prioritization matrix as our decision making tool for choosing our solution of staffing and resource issues. By using the prioritization matrix we found the solution of hiring more personnel. This solution will be resolved by the director of the department to present the issue of lack of employees for the demand of the organization to their department to the executives. This will allow the executives to look at what is important to the organization and figure out if it is more likely that these projects that they request on us will be more frequent and if so, to have a plan of action. There was no plan of action from the high level - it was left to my department to

figure out the resource issue. But it also could be that the executives were not communicated this resource issue, because our department is still trying to prove itself. But I think if we continue to produce these jobs with the limited amount of resources and not asking for additional resources we will wind up having this issue on a continually basis.

Decision Making Technique

As a team we have came up with several alternative solutions. We have to utilize a decision-making tool or technique to analyze each alternative and select the best solution. A tool/technique that came to mind that could be used in making this decision was the prioritization matrix.

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The prioritization matrix is a useful tool that is used for helping a group select the best alternative solution when considering from among several and against multiple criteria. (Janasz, 2002) There are several questions involved within the prioritization matrix. Those questions include, which will the group select? Will management accept its recommendation? Will the recommendation be implemented or will it be shelved? How can the group make the best decision? Out of the three alternative solutions our group came to consensus that the proposed solution would be hiring more full time permanent employees in order to alleviate all the effects/symptoms this department has been experiencing with resource issues. We believe that the management in the department will accept the proposed solution. It will be the director of the department's job to present this to upper management/executives in a tactful and well thought out matter. The director must keep in mind that the department is still in its proving stage. We believe that with good tactful communication the executive's response would be positive. We believe that with a good proposal from the director to the executives the plan could be worked into next year's budget. We as a group feel that the proposed solution would benefit the company and the department with future project launches and endeavors. Every decision that we make (or don't make) shapes our future. Everyone tries to make good decisions. However, it is easy to overlook an important factor, miss a desirable option, or base the decision on unreliable information. In addition, fear of making a wrong choice can cause us to postpone decisions, leading to missed opportunities.

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A structured decision-making process ensures that important decisions are made on time and are based on facts, research, and analysis.

The most important aspect of structured decision-making is to recognize and analyze the basic components of decisions. There are four basic components: Context, Objectives, Options, and Criteria. Successful decisions are based on reliable information and verifiable data. Adequate time should be spent to thoroughly research the options and their implications. Decisions based on gut-feeling are difficult to defend and frequently encounter unexpected obstacles when implemented.

Decision-making requires time. The time and effort spent should be in proportion to the importance of the decision.

Following a step-by-step decision-making process and documenting each step, helps to clarify thinking and ensures sustained progress towards a good, timely decision.

An effective decision-making process ensures that all four components are analyzed. Templates are used to simplify the work and remind us of important aspects of each component. The steps are normally completed in a sequential manner. However, it is acceptable to skip ahead and quickly jot down some information while it is fresh in one's memory, or to jump back and fill in new information that was overlooked initially.

When options and criteria have been established, a table is drawn with the options listed in the rows and the criteria listed in the columns. Each option is rated for each criteria and the value written in the corresponding cell of the table.

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Then, each criterion is given a numerical importance rating. The final matrix is generated by multiplying each option's rating for criteria by the criteria's importance rating. An option's overall evaluation is then determined by the sum of this weighted rating for all the criteria. This Options-Criteria Matrix is particularly useful for evaluating soft criteria. It is also called a Prioritization Matrix, Screening Matrix or Decision Matrix.

Alternatives

The first of the proposed solutions is for management to revisit their initial decision to bring in a third party to handle the promotional need of the new program launch. Their point in doing so was to free up time for they're already overloaded graphics department to handle preexisting projects that they were already too understaffed to manage. This decision was not so much to solve an ongoing problem, as it was to alleviate an immediate one. This decision can be likened to fixing a hole in one's roof, by only placing a bucket under it. Their action didn't solve the ongoing problem; just lessen the immediate one. The decision to bring in an outside graphic artist seems to have adversely disrupted the entire department. The animosity and resentments that this action has initiated in the department may have long last effects on the department's personnel and in return lowered their productivity and effectiveness. The staff undoubtedly sees this action as a vote of "no confidence" on the part of

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management. A better

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