Reference no: EM132824787
After you've worked for years as a manager at one branch of El Encanto, a state-wide chain of Mexican restaurants in Maine, the business has been sold. The new owner has a lot of energy and ideas! They have gone over financials and decided that, because your restaurant is doing the best, you get to lead the group of managers in an exploration of adding a table ordering system to the chain's restaurants. The new owner has discussed with managers the value in using nonrational aspects of decision making, but understands that the group is used to more rational models. The owner requests that you use clear decision-making models of your choice to propose a decision about the addition of table ordering technology for El Encanto as a whole. The owner wants you to send an email to the group that includes showing your process of using two different rational decision-making models; additionally, they want you to explain how using a nonrational approach enhances the initial decision.
The managers know the new owner is considering adopting different technology options chain-wide, and though they are excited, they are also apprehensive. Not just one decision-making model is perfect for all circumstances, and your email gets to show that flexibility and wisdom. The rational models would have been used under the previous owner and are relatable to the current managers, but the non-rational concepts include aspects that pure data can't account for. You will follow the same process for both rational models.
MGT-20130 Decision-Making Details.pdf (snhu.edu)
Questions
1) Distinguishes useful and non-useful information from scenario to inform the decision
2) Integrates nonrational decision-making theory, concepts, or process to inform the decision-making process
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