Decision Making Case Study

United Methodist follows four Theological Task that we base our decision-making from. The following are the four Theological Task:

Determining the feasibility of closing the clinic can be done through a break-even analysis. According to Choudhary, Patnaik, Singh, & Kaushal (2013), break-even analysis is a crucial tool for financial analysis that helps organizations make the right decision when more than one option is available. In this case, a break-even analysis will determine the pros and cons of every alternative. The analysis provides a practical estimation of the profit in every option. Word Count: 71

Decision making is a very important skill within the overall context of health organization. Decision making is of particular importance when an immediate or urgent decision is needed. The health care profession is constantly inundated with

Many times, time and perseverance is the key to the best result possible. But like Gary Collins said “We can try to avoid making choices by doing nothing, but even that is a decision. Therefore, decision making is in us relentlessly whether we want it or not.

With any company the goal is to increase your sales and to decrease your cost at the same time. This can be somewhat of a challenge and can take time to achieve. Our goal was to increase our sales and decrease our production costs. Over the years our sales increased, as our sales increased so did our production costs. The demand was increasing so we improved and increased the amount of product that we made. Over all our net income increased. In year six it was $61,278, year seven was $68,237, year eight was $73,585, and year nine was $90,805. Our expenses fluctuated over the years, but we were consistent in increasing our profit.

Normally people do not break down how they make decisions, they just decide. But, for people who are making decisions for a larger group, knowing the process could be helpful. The first step in the process is to identify the problem by fully understanding and gathering all the information of the problem. Secondly, you want to think of alternatives or other options for handling the issue. Thirdly, you want to access or evaluate all the alternatives and consider the possible outcome. Finally, you go forward with the decision and evaluate the outcome (Kinicki and Williams, 2016). These steps are helpful and critical when making decisions for large groups or an organization.

Notified by the patient through CAMO. Two patient contact made to the patient to confirm name and DOB. The patient c/o of cough, sore throat and congestion x1 day. He states that he is coughing up yellow and greenish mucus the patient states that he has been taking he started taking Mucinex this morning but his very concern because he has pneumonia six months ago. The patient denies, fever, chills, SOB, chest pain,or body ache. Offered the patient for Jan 6 or the 7 the patient refused. The patient states that he would like an appt on Friday Jan 8. Appt was scheduled. The patient instructed to arrive 15 mins prior to appt. Instructed the patient to go to the ER if he should experience SOB, fever greater than 101, chills, or chest pain. The

The business problem at UnitedHealth Group is the high turnover of employees because of lack of recognition and management of manpower. In part one, it was determined that I use qualitative data. This methods chosen allows us to group the data into the necessary categories. I determined that the research variable is recognition and this would solve the issue of the high turnover rate.

Predication: On 08/16/16, Point Of Contact (POC) Troy Hennessy contacted Asset Protection Manager (APM) Jakub Orlando, regarding suspicions price modification on a prescription.

Julie, what a great example of change that should be made in an organization. I know that this often happened in our organization as well. There were also a few other procedures that this would happen with our healthcare organization well; one was giving methotrexate for ectopic pregnancy. The patient had come down from the providers office with a lot of questions and unsure whether she really wanted this done. After much discussion and deliberation the patient did chose that this was the best solution, but this was only after extensive education with the nurse, pharmacist, and sending the patient back up to the doctor's office. Shared decision making model is a great solution to situations like this. In today's healthcare setting it is important

The rational decision-making model describes a series of steps that decision makers should consider if their goal is to maximize the quality of their outcome. In other words, if you want to make sure that you make the best choice, going through the formal steps of the rational decision-making model may make sense. The following are the steps taken to come to a rational decision: 1. Identify the problem, 2. Establish decision criteria, 3. Weigh decision criteria, 4. Generate alternatives, 5. Evaluate the alternative, 6. Choose the best alternative, 7. Implement the decision, 8. Evaluate the decision.

A company named Goodbite has made a decision on launching a new product in the oral care market. They are interested in selling a teeth whitening strip with an advance scheme. The teeth whitening strips are small, elastic and can be adjusted to the surface of your teeth, being left in the mouth for several minutes helps on facilitating a whitening effect. The Goodbite’s product focuses on uniqueness by trying to select some attributes that might be considered as important. Its main competitive advantage focuses on product differentiation, which “deals with making changes in the marketing mix of a product so as to differentiate it from whatever the competition is offering” (“Product Differentiation”). The company differentiates from the

In reading the first article Coach Knight: The Will to Win, I found the article found Coach Knight to be very offensive and mean to his players. Coach Knight did not display good leadership skills. According to the article, Coach Knight’s drive and passion for excellence was not always received as well as his record of wins and losses Snook, Per low, Delacey, 2005).

The rational approach is considered an ideal model for decision making; this model based on a systematic four step process to analysis the problem followed by a four step process to develop and implement the solution in a logical step by step sequence. While the rational approach is the optimum decision making process, the new emergency room manager will be faced with pressures to quickly delivery results so mostly likely not have the time and resources to evaluate every alternative. In addition, when making decision the manager should be aware of biases that might impact their decision making in both the problem identification stage and solution development stage. Anchoring bias results in the mind giving disproportionate weight to the first information that is received; since the issue of delay of patient being seen is so high profile, the anchoring bias might result in insufficient focus given to possibility of wider opportunity for improvement. The confirming evidence trap bias could also limit effective decision making so limiting the analysis to only seek out information that supports current point of view a while avoiding or ignoring information that contradicts the existing viewpoint.

This report will discuss about the approach to rational decision making process. It discusses how an everyday problem faced by management can be tackled by using