Complete the paradigm of decision making process : // Defining the Problem // Identifying Limiting Factors // Develop Potential Alternatives

Problem Analysis vs Decision Making

It is important to differentiate between problem analysis and decision making. The concepts are completely separate from one another. Problem analysis must be done first, then the information gathered in that process may be used towards decision making.

Problem Analysis

Analyze performance, what should the results be against what they actually are

Problems are merely deviations from performance standards

Problem must be precisely identified and described

Problems are caused by some change from a distinctive feature

Something can always be used to distinguish between what has and hasn't been effected by a cause

Causes to problems can be deducted from relevant changes found in analyzing the problem

Most likely cause to a problem is the one that exactly explains all the facts

Decision Making

Objectives must first be established

Objectives must be classified and placed in order of importance

Alternative actions must be developed

The alternative must be evaluated against all the objectives

The alternative that is able to achieve all the objectives is the tentative decision

The tentative decision is evaluated for more possible consequences

The decisive actions are taken, and additional actions are taken to prevent any adverse consequences from becoming problems and starting both systems (problem analysis and decision making) all over again

There are steps that are generally followed that result in a decision model that can be used to determine an optimal production plan.

Answer option   D.   >>>>>>>>>>>>>>>>  Analyze the alternatives and select the best alternatives

Agree With Mr . Bassam Answer

Answer is Option D..............

D. Analyze the alternatives and select the best alternatives

WHOLE UNDER MANAGEMENT We are in a situation of overlapping wholes. A management whole consists, at minimum, of people with their values, money, and resource base or land.

DRIVING FORCE: THE HOLISTIC GOAL The values the people in the "management whole" want to sustain; their best possible outcomes: quality of life, ways of producing this quality of life, and future resource base needed to sustain this production indefinitely

Examples: to achieve self-fulfillment through meaningful work, develop the skills needed, and the customer base and community to support this meaningful work; to live in harmony with the ecosystem while producing nutritious, quality food for caring and knowledgeable customers.

BASIC ECOSYSTEM PROCESSES Nature is process, not just a reserve or area. We depend on: The water cycle Energy flow Mineral cycle Community dynamics

ACTIONS (TOOLS) Technology in all its forms Rest Fire Living organisms (including grazing animals)

BASIS FOR ACTIONS In addition to the usual criteria, seven commonsense questions that ensure ecologic, economic, and social sustainability in relation to your holistic goal. Examples: is the problem we are dealing with a problem, or a symptom of a deeper problem? Are we dealing with the weakest link in the chain? What action will give us most progress toward our holistic goal for the least money or effort? Decisions are based on worst and best possible outcomes.

FEEDBACK LOOP When dealing with the ecosystem and its infinite complexity, assume you might be wrong and monitor according to early warning signals. Replan and adapt. Monitor to create the desired results rather than to record them. Learn from everything you do. (Learning may be defined here as changed behaviors and beliefs.)

B.Find alternatives and encourage employees   to adopt

i am agree with the option D