Dodo Bird

MGT 350 Week Five

EVALUATION OF DECISION OUTCOME AND PROCESSES

Introduction

A decision has been made and implemented. The decision maker now has a series of questions to answer to determine the value of the outcome. Was the solution successful? How successful was it? How do we know? What do we do if it is not successful? Discovering the extent to which a decision accomplished the set objective is one factor in ensuring that the decision is perceived as successful.

When a retailer makes a decision to expand its product line, change its location, or use a different advertising agency, the evaluation of this decision involves multiple tools and can extend over a long period of time. A one-time assessment will not give the retailer the information needed to evaluate the ongoing value of the decision. This week's focus is on how and when to evaluate the outcome of a decision to determine success or failure.

Week in Relation to the course

The last step in the decision-making model is often the most overlooked. An implemented decision may feel successful to the decision-maker and he or she may be ready to move on to other things. However, failing to evaluate a decision's outcome deprives an organization of a learning experience.

Managers use a variety of good evaluation tools to assess the impacts of a decision. Surveys, benchmarking, line graphs, and histograms are all tools that can be used to measure the extent to which the solution accomplished the objective. The Shewhart (PDCA) Cycle is particularly useful in evaluating outputs and stimulating adjustments that will improve the implementation of managerial decisions. These tools should be used at regular intervals to assess the immediate and delayed impact of the decision.

Discussion of a Key Point, Thread, or Objective

Managing Perceptions

Perceptions, reactions, and consequences from a manager’s decision come into focus after a decision has been implemented. Decisions affect the formation of...