Plan-Do-Check-Act Cycle of Decision-Making

The evaluation stage will help to discover any problems that have developed through the implementation process and changes in the policy by helping to solve any of the problems if necessary. Below is a picture that will show you and indicate the six processes of evaluation that will help identify the probability of the policy that

Most decisions are made with analysis, but some are judgment calls not susceptible to analysis due to time or information constraints. Please write about a judgment call you’ve made recently that couldn’t be analyzed. It can be a big or small one, but should focus on a business issue. What was the situation, the alternatives you considered and evaluated, and your decision making process? Be sure to explain why you chose the alternative you did relative to others considered.

The third part of the action plan will be to assess the progress of changes. This requires measuring current and future performance against past performance, which will need to be assessed more in depth than the initial tracer patient audit. The last portion of the corrective action plan not only assesses the change, but might also include further revisions to the change in policy and procedures if it is found that performance is inconsistent with the standards set forth by the Joint Commission. The part of the plan has four parts that consist of:

The first step in the process is to identify and define the problem at hand. During this step, all the information is gathered and looked over. This allows for the problem to be clearly identified and hopefully making the whole process easier. Step two of the process is to begin generating possible solutions. In this step, managers can begin formulating one or several potential solutions (Lombardi, Schermerhorn, & Kramer). Before going onto step three, some additional information may be required, because step three is when a plan of action is chosen. In the fourth step, the chosen plan is implemented. It is the responsibility of the manager to make sure this portion goes smoothly. Everyone on the team should know exactly what they should be doing. The final step in the process is to review the results. In reviewing the outcome of the action plan that has been chosen, you may find things that need to be altered and you may find things that are going perfectly. At this point the appropriate changes should be made.

We also test our plan will be work or not. We check our steps to make sure it will do as we plan. We check our truck companies. We check our food production corporation. We make sure our plan works one hundred

Testing of the entire system will be performed to verify that all parts and counterparts are functional. This is the testing that is made prior to release. Tests performed in this stage verify for the following:

The improvement plan gets carried out with daily work with a team through the PDSA cycle. The PDSA cycle stands for Plan, DO, Study, and Act. The PDSA is where we do testing on data to day. We take the idea and place it in the PDSA cycle, where we plan it, do it, study it, and then we act. We change the plan base on the feedback we get in the study step (Lloyd, 2009). In regard to Mr. B’s scenario, the aim of the improvement plan is to screen each patient that comes come to the emergency room for Deep Vein Thrombosis (DVT). We will have a DVT flowchart available to the nurse to use to ask each patient question that may be related to signs and symptoms of DVT. We can also have standing

Week two gave us an inside look on what the six steps are during the planning process. These steps are situational analysis, alternative goals and plans, goal and plan evaluation, goal and plan selection, implementation, and finally monitor and control. The step that Tina, Joanne, and Chris thought was most important in the planning process was the role of setting up alternative goals and plans. They believe it is always a good idea to have an alternative plan just in case the original plan did not achieve the intended goal. We all were able to agree that having a backup plan was a great way of running a business.

Nelson, Batalden, and Godfrey (2007) describe the PDSA (plan, do, study, and act) cycle as a systematic approach to examining change and/or quality improvement methods for effectiveness. In the plan portion of the cycle, the preparation steps and the objective of the improvement project are described. The “plan” also identifies the roles and responsibilities of members of the project team, the setting, and estimated amount of time to complete the task/project and other project details. The “do” portion is experimental part of the cycle including the collection of data. The “study” portion is when the collected data is analyzed, summarized, discussed and evaluated. The “act” portion is the final step which is examines whether to initiate, modify, or eliminate the intervention based on whether the results are favorable or not. The following is a visual summary of the PDSA cycle as it pertains to my project. In my Week 2 discussion I described

The planning process begins with a situation analysis of the external and internal forces affecting the organization.  This examination helps identify and diagnose issues and problems and may bring to the surface alternative goals and plans for the firm.  Next, the advantages and disadvantages of these goals and plans should be evaluated against one another.  Once a set of goals and a plan have been selected, implementation involves communicating the plan to employees, allocating resources, and making certain that other systems such as rewards and budgets are supporting the plan.  Finally, planning requires instituting control systems to monitor progress toward the goals.

plan and break down those steps into listed action items which support the overall work. The

The decision making process can also be divided into seven steps, where the first step will basically involve defining the problem. These steps allow for the main issue to be identified, and therefore the manager should make sure that it has been done correctly. After the problem identification stage, we can move forward and identify the limiting factors, and in this the manager should make use of all resources available to do it the best way. Some of the resources include information, time, personnel, equipment and supplies. Using this, managers can be able to identify the factors that might hinder them from achieving their goals.

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.

Phase 3 - Maintain the plan. The best plan is only as effective as it is current. Every tactic of business resumption and recovery must be kept up to date and tested regularly.

Organizational behavior helps managers to improve the organization in a good way. Decision making process is the one of the behavior in human organizational behavior. According to McShane and Von Glinow (2000), “decision making a conscious process of making choices among one or more alternatives with the intention of moving toward some desired state of affairs”. Decision making is a linear process and it includes six steps such as identifying the problems, gather and evaluate data, list and evaluate alternatives, select best action, implement the decision and getter feedback (refer to Figure 1 in Appendix 1).