Business Decision Analytics: Comparing and Contrasting Decision-Making for Various Business Contexts

This report compares and contrasts decision-making for various business contexts using case studies and research analysis. It discusses the importance of business analysis and provides recommendations for effective decision-making.

MGT602 Business Decision Analytics
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Executive Summary
Two scenarios A and B are reviewed and analyzed in this report. Both these scenarios have
different case study. Subsequently, there are different objectives which are studied. The case
studies reflects different size organizations and their problems, related to clarity in data. The
node map and Leximancer content analysis map are provided, which are analyzed. A set of
research questions are answered based on these maps.
Table of Contents
1. Introduction............................................................................................................................................................ 1
2. Overview of Scenario-A........................................................................................................................................... 2
2.1 Identification of Clusters..................................................................................................................................... 3

2.2 Key Members of Clusters Selected to Attend Meetings........................................................................................4
3. Overview of Scenario-B........................................................................................................................................... 4
4. Research Analysis and Results................................................................................................................................. 5
4.1 Analysis.............................................................................................................................................................. 5
4.2 Results................................................................................................................................................................ 7
5. Recommendations................................................................................................................................................... 7
6. Conclusion............................................................................................................................................................... 8
References-16apa............................................................................................................................................................. 9
List of Figures
Figure 1: Map..................................................................................................................................3
Figure 2: Leximancer Concept Map................................................................................................5
List of Tables
Table 1: Cluster Identification.........................................................................................................3
Table 2: Key members of clusters selected to Attend Meetings......................................................4

1. Introduction
This report’s context is based on the constantly changing work environments, which
forces the contemporary organisations to adopt the advanced methods, which help to bring
groups of people together. Thus, forming the virtual teams is the context here. In this technology
oriented world, it is necessary for the organizations to move accordingly, and accept new trends.
Moreover, the technology helps the managers in various management aspects. Additionally, it
also increases difficulties and challenges the managers. Thus, it is required that managers and
staff with effective skills are selected by the organization, while hiring them. The technology
helps in terms of communication and decision making.
The two scenarios A and B are studied and examined in this report, for comparing and
contrasting decision-making, for various business contexts. Both these scenarios have different
case study. Subsequently, there are different objectives which are studied. The case studies
reflects different size organizations and their problems, related to clarity in data. The node map
and Leximancer content analysis map are provided, which are analyzed. A set of research
questions are answered based on these maps. In order to achieve sustainable results, decision
making systems and techniques will be assessed thoroughly. Critical examination of tools need to
be conducted. Each scenario has a set of tasks which will be performed. The research analysis
questions deal with the, managers, clusters, customers and business.
Research Questions
The following are the research questions from both the Scenarios, A and B respectively:
Scenario-A
a) How to decide on the cluster’s type and size?
b) In the clusters, what is basis for the node selection?
c) Are the ‘dangling nodes’ included in this analysis? Why or Why Not?
d) Are the unconnected nodes included in your clusters? Why or Why not?
e) What is the justification for selecting two R.D & D staff per each cluster, to attend
the meeting areas over others in different clusters?
Scenario-B
a) What form does the field service staff members’ communication take?
b) Who are they most likely communicating with, and about what?
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c) Is there a high level of communication between managers and customers?
d) How important has support availability been?
e) How open is communication between field staff and management?
f) Describe the nature of results communicated by field staff.
g) What part do managers play in communicating results?
Research Objectives
This research’s objectives are listed below:
1) Selecting and evaluating the usefulness of a range of decision making tools and
reflect on your decision-making styles and contrasting with the other styles, for
determining the respective levels of rationality and intuition utilized.
2) Comparing, contrasting and critically evaluating the data sources, as the
influences for decision-making, in a range of business contexts.
3) Examining and evaluating the decision making systems and techniques, for
engaging group decisions and analyzing how these can enhance the sustainable
results.
4) Critically examining the emerging tools and technologies, to support decision
making.
2. Overview of Scenario-A
The scenario A represents a case study of a mid-sized Australian organization. It is a
small firm and has nearly 800 employees, where 80 staff belong to the research, development
and design (R, D &D) department. This organization identifies the innovative/creative
capabilities held by their RD&D staff. Their capabilities are utilized to differentiate the business
based on the competitors’ perspective. A project is introduced by the organization, to research the
R, D & D innovative/creative capabilities of the staff. This map ensures to recognize the staff and
their work station, such as node. These nodes are represented in a circle with various numbers, to
identify them. The nodes have connecting lines, where each node has different number of
connecting lines and differing length of connectivity. It also helps to show the intensity of the
traffic. From the below map, six clusters will be identified, where emails of over 70 staff
members are present, which needs clarity. The mails are a week old. The R, D & D staff are
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identified in this clusters.
Figure 1: Map
2.1 Identification of Clusters
The below represented table shows the identified six clusters. The constituents of each
cluster is also shown in this table.
Table 1: Cluster Identification
Clusters Cluster size Cluster Constituents
1. 6 07, 12, 30, 32, 53,70
2. 4 21, 27, 67, 75
3. 6 10, 15, 26, 54, 59, 80
4. 7 04, 19, 35, 36, 39, 52, 76
5. 5 07, 51, 61, 62, 65
6. 3 38, 69, 72
2.2 Key Members of Clusters Selected to Attend Meetings
The table represented below, displays the selected key members to attend the meetings.
From the Cluster Constituents, a couple of key members are chosen based on the inter
connectivity connecting lines’ rate, from every single cluster, to attend the meeting and work.
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They will be accompanied by the facilitators and the GDSS technology, to generate explicit
knowledge.
Table 2: Key members of clusters selected to Attend Meetings
Rooms Clusters Key Members Selected to Attend Meetings
A. 1. 32 and 07
B. 2. 75 and 27
C. 3. 59 and 15
D. 4. 19 and 39
E. 5. 61
F. 6. 38
3. Overview of Scenario-B
The scenario B represents a case study of the Australia wide service-based organization.
It is a huge organization and its head office is put up in Melbourne, Australia. It has nearly 10
service centers, where approximately two hundred service staff working and reporting, to around
forty managers. This organization likes to determine the service support levels which its staff
provide. However, a project to identify the meaning of a service person and the required
management support is introduced by the organization. It has conducted n number of interviews,
just for identifying the staff who have both, knowledge and skills. The interview results are
recorded. This has resulted in a large amount of data, where Leximancer is utilized as the
qualitative analysis tool, which helps to provide clarity to this huge amount of data. The below
figure illustrates the balloons’ relative size and the other point which is important are the lines
connecting, or not collecting to the balloons. The Leximancer content analysis map displays the
connection between the management, staff, team and customers, for identifying relationships.
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Figure 2: Leximancer Concept Map
4. Research Analysis and Results
4.1 Analysis
Mostly, the business analysis comprises of analyzing the needs of the business and
important aspects for the business to be kept in mind. The business analysis conveys that it is
very much essential to communicate every single details in a group, because it can discard
various complexities of the managers and the people in the business. The purpose of business
analysis is to provide clarity in the operations that the business takes along with the business
related decisions. It is not easy to take business decisions instantly, as there are several things
which need to be considered before taking any decision.
In Scenario A, the research questions revolved with respect to the cluster identification.
The clusters are selected based on their type and size, depending on the short distance nodes. The
nodes in the clusters are chosen by inter connectivity connecting lines’ rate. No dangling nodes
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are included and even the unconnected nodes are not included in these clusters (Lin, 2016). The
reason for not including the dangling nodes is that, such nodes act as sinks, which decreases the
significance of the network. There are no unconnected nodes in the clusters, because it will not
have any tags which makes it difficult to represent details ("Paul Ambrosiussen", 2018). Hence,
there is no need of such nodes. A couple of R.D & D staff are selected, for attending the meeting.
The rates of inter connectivity connecting lines, from each of the clusters to attend the meeting
areas and work with facilitators and GDSS technology in generating explicit knowledge.
In Scenario B, the research questions revolved with respect to relationship and role of the
staff, management and the customers. No high level communication is notice between the
managers and the customers. Whereas, open communication between the field staff and the
management is noticed. The support availability is important, because the businesses highly
work in mission-critical modes, so the support availability is also increasing to be significant
(Dev, 2017). Communication, mostly takes place among the team and work, which is extends to
the management and customers. For this organization, determining the levels of service support
is important, for capturing what it means to be a service person and to identify the perceived
support given by the management. Thus, a various interviews including telephone and face-to-
face interviews are conducted, to find the field staff and management. To communicate the
results, leadership role is played by the manager (Lynton, 2001).
4.2 Results
1) Are the managers sufficiently customer facing, to justify an introduction of an
incentive payment system for them. Why or Why Not?
No, the managers are not sufficiently customer facing, for justifying an introduction of an
incentive payment system for them. However, they have to think about it, as it helps to
bring out the best of the employees, which can benefit the production and company.
2) Should the organization bolster management’s role or rather establish empowered
self-managed field service teams to better reach customers?
The organization must reinforce an effective management role for effectively reaching
the customers.
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3) Has support proved to be effective enough to justify support increases?
Yes, the support has proved to be effective enough, for justifying the support increases.
4) Should customer-service communication be changed towards one of greater
openness? Why or Why Not?
Yes. Because, customer-service communication can help in meeting the customer
requirements, due to interaction between the customer and the developer.
5. Recommendations
From this research, it is suggested that every organization must implement business
analysis, as it ensures to help the people and the managers of the business. Therefore, it is very
import to undergo business Analysis process. Additionally it helps in effective business
management. However, for sure it brings business clarity in terms of its operations, decisions and
assists the business to save a lot of money. Taking decisions in business is not easy, as it has
interlinked aspects with various elements like, communication, managing and sharing the details
of processing and so on.
The reason to recommend using the business Analysis fir a business includes that, it helps
to take instant business decisions, which are calculated depending on the standard principles and
reasonable logic.
6. Conclusion
The scenario A and B are studied and examined, for comparing and contrasting decision-
making, for various business contexts. In order to achieve sustainable results, decision making
systems and techniques assessed thoroughly. Critical examination of tools is conducted. Each
scenario has a set of tasks which are performed. For instance, in Scenario A, identification of
cluster and, a couple of key members from the cluster are selected, to attend the meeting.
The research analysis ensures to gather the answers for a set of research questions, which
are answered in the results part. The questions deal with the, managers, clusters, customers and
business. The following are the questions- Are the managers sufficiently customer facing to
justify an introduction of an incentive payment system for them?, Should the organization bolster
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management’s role or rather establish empowered self-managed field service teams to better
reach customers?, Has support proved to be effective enough to justify support increases?, and
should the customer-service communication be changed towards one of greater openness?
The result states that, the cluster’s type and size was decided depending on the short
distance nodes. The nodes in the clusters are chosen by inter connectivity connecting lines’ rate.
No dangling nodes are included and even the unconnected nodes are not included in these
clusters. No high level communication is notice between the managers and the customers.
Whereas, open communication between the field staff and the management is noticed.
Communication, mostly takes place among the team and work, which is extends to the
management and customers. To communicate the results, leadership role is played by the
manager.
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References
Dev, K. (2017). 10 Tips for Effective Communication with Customers. Retrieved from
http://customerthink.com/10-tips-for-effective-communication-with-customers/
Lin, D. (2016). Google PageRank Algorithm. Retrieved from
https://slideplayer.com/slide/9187593/
Lynton, D. (2001). What Are High Availability Support Services, and What Should Your
Organization Look for in Using Them?. Retrieved from
http://www.s4growth.com/publications/citations/9.cfm
Paul Ambrosiussen. (2018). Retrieved from
http://ambrosiussen.com/subpages/graphcleanup.html
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