Problem identification involves an evaluation of the current state to determine it’s differences form the stated goals. From the alternatives under consideration in this case the decision problem has been identified because random ideas outcome and effects, planned and unanticipated change as well as competitors are among the issues considered in problem definition. These issues have been considered in this case because the outcomes of the speech clinic have been considered in that its outcomes are not satisfactory since it did not do the duties it was expected to such that psychologists, psychiatrists and pediatricians were not willing to refer the patient there. For the case of the high school the competitors who in this case are the other high school in the area have been considered in the problem definition as well as the results of the clinic.
In this case this is a good way to define the decision problem since most of the important issues in problem definition have been examined before coming into the conclusions and it focused on what should be done. However the problem could have been identified differently so as to lead to other alternatives. The scope of the problem can be determined to find out whether the same problem is an issue in the other companies which may be expected to give the alternatives (Rubin, 1985).
According to Effy Oz, the decision can be placed in the third quadrant of the contingency framework. This is because the number of alternatives has been reduced and the people in charge of decision making can now make a choice by choosing the best alternative. In this case two participants for abandonment came up after long and complicated arguments which are the demonstration high school and the speech therapy program. Both have similar qualities which make them unfit and qualifying them for scrapping form the system. This is the fact that they are both expensive and did not meet their expectations.
I would suggest that this decision be approached through the three phase process which includes the intelligence phase followed by the design phase and finally the choice phase. In the first phase ideas, facts and beliefs are collected which is followed by the designing the method for considering the data in the second phase and finally the third phase where number of alternatives have been reduced and the alternative which is most promising is chosen (Effy, 2008).
If one program was to be cut due to budget I would cut the speech therapy clinic because it was clear to everyone that it never did the job and in fact destroyed the reputation of the organization since due to its poor services psychologists and psychiatrists hesitated to refer their clients there. I would not cut the high school because it excelled and had good impact on students who went to its classes only that there was enough high school in the area. The factors that I would consider in doing this are the competitors, the outcome and its effects as well as the mission of the college.
The other factors not mentioned in this case and would be vital in making this decision are the mission of the college, the potential for additional fundraising, the reasons why the clinic performance is poor, the main reason why the clinic and the high school were started, the competitors and suppliers, the effects of the poor performance of the clinic on the institution and effects of closing it down and the random information and ideas available (Bardach, 2005). It’s also important for the possible scenarios of the obtained research results to be outlined so that the true decision problem is addressed. It’s therefore important to consider the outcome of each alternative and the risks involved, evaluating the side effects possible to follow the decision and compare all the alternatives before making the final decision.
References
Bardach, E. (2005). A practical guide for policy analysis: The eightfold path to more effective problem solving. Washington, D.C: CQ Press.
Effy, O.(2008). Management Information Systems. :New York Cengage Learning
Rubin, T. I. (1985). Overcoming indecisiveness: The eight stages of effective decision making. New York: Harper & Row.
