Final Project This project is worth 30% of your final grade.  This final project allows student to demonstrate what they have learned in the course by applying the course material to a business decision as well as evaluate the interaction with stakeholders and the management of risk, and the role of change in decision making.  Part One:  In the final project you have four potential decisions to make from the fact pattern, two individual decisions for Jackson, a group decision for the firm selection, and one decision for the organization. · In four to five pages identify the four decisions. · Then, set out each decision and demonstrate how Joe, the group, and the organization might approach, and apply the decision making process to the issue. · Explain in detail the decision, alternatives, bias, consequences, environmental, ethical, and situational factors that may affect the process of decision making upon each level. · Substantiate your conclusions with course material and/or outside resources. Part Two: We have discussed in class that decision making usually requires change and that in turn may bring about another decision. Review Jackson’s decisions and write a one page epilogue to his decision making. Was it effective? Did it generate any new decisions to make?  Be sure to look at ways to measure the success of the decisions. Required Formatting of Final Project: · This report should be double spaced, in narrative format, 12-point font, and 5-6 pages in length excluding the title page and reference page; · Include a reference page; · Use headings to separate the different sections; · This paper is to be written in the third person.  There should be no words in the paper such as “I. we, you or your;” · Use APA formatting for in-text citations and reference page.  You are expected to paraphrase and not use direct quotes. Deductions will be taken when direct quotes are used and found to be unnecessary; · Submit the paper in the Assignment Folder. Cast Study located on next page! Helpful links: Schoenberger, C. (2002, January 18). How Kmart Blew It. Retrieved October 1, 2015, from http://www.forbes.com/2002/01/18/0118kmart.html Expanding With a Second Location. (n.d.). Retrieved October 1, 2015, from http://www.entrepreneur.com/article/47552 Effective Decision Making - A Framework. (n.d.). Retrieved October 1, 2015, from http://www.skillsyouneed.com/ips/decision-making2.html Problem Solving. (n.d.). Retrieved October 1, 2015, from http://www.skillsyouneed.com/ips/problem-solving.html Macdonald, T. (2014, February 24). How do we really make decisions? Retrieved October 8, 2015, from http://www.bbc.com/news/science-environment-26258662 Mitchell, PhD, R. (2010, May 12). Framing A Decision. Retrieved October 13, 2015, from http://www.csun.edu/~hfmgt001/frameD.htm Structured Decision Making - Step 2: Objectives. (n.d.). Retrieved October 15, 2015, from http://www.structureddecisionmaking.org/steps/objectives/ Structured Decision Making ...

1. Final Project
This project is worth 30% of your final grade. This final
project allows student to demonstrate what they have learned in
the course by applying the course material to a business
decision as well as evaluate the interaction with stakeholders
and the management of risk, and the role of change in decision
making.
Part One:
In the final project you have four potential decisions to make
from the fact pattern, two individual decisions for Jackson, a
group decision for the firm selection, and one decision for the
organization.
· In four to five pages identify the four decisions.
· Then, set out each decision and demonstrate how Joe, the
group, and the organization might approach, and apply the
decision making process to the issue.
· Explain in detail the decision, alternatives, bias,
consequences, environmental, ethical, and situational factors
that may affect the process of decision making upon each level.
· Substantiate your conclusions with course material and/or
outside resources.
Part Two:
We have discussed in class that decision making usually
requires change and that in turn may bring about another
decision. Review Jackson’s decisions and write a one page
epilogue to his decision making. Was it effective? Did it
generate any new decisions to make? Be sure to look at ways to
measure the success of the decisions.
Required Formatting of Final Project:
· This report should be double spaced, in narrative format, 12-
point font, and 5-6 pages in length excluding the title page and
reference page;
· Include a reference page;
· Use headings to separate the different sections;

2. · This paper is to be written in the third person. There should
be no words in the paper such as “I. we, you or your;”
· Use APA formatting for in-text citations and reference page.
You are expected to paraphrase and not use direct quotes.
Deductions will be taken when direct quotes are used and found
to be unnecessary;
· Submit the paper in the Assignment Folder.
Cast Study located on next page!
Helpful links:
Schoenberger, C. (2002, January 18). How Kmart Blew It.
Retrieved October 1, 2015, from
http://www.forbes.com/2002/01/18/0118kmart.html
Expanding With a Second Location. (n.d.). Retrieved October 1,
2015, from http://www.entrepreneur.com/article/47552
Effective Decision Making - A Framework. (n.d.). Retrieved
October 1, 2015, from
http://www.skillsyouneed.com/ips/decision-making2.html
Problem Solving. (n.d.). Retrieved October 1, 2015, from
http://www.skillsyouneed.com/ips/problem-solving.html
Macdonald, T. (2014, February 24). How do we really make
decisions? Retrieved October 8, 2015, from
http://www.bbc.com/news/science-environment-26258662
Mitchell, PhD, R. (2010, May 12). Framing A Decision.
Retrieved October 13, 2015, from
http://www.csun.edu/~hfmgt001/frameD.htm
Structured Decision Making - Step 2: Objectives. (n.d.).
Retrieved October 15, 2015, from
http://www.structureddecisionmaking.org/steps/objectives/
Structured Decision Making – Separating Means from Ends.
(n.d.). Retrieved October 15, 2015, from
http://www.structureddecisionmaking.org/steps/objectives/objec
tives2b/

3. Scheyder, E. (2012, January). Focus On Past Glory Kept Kodak
from Digital Win. Reuters. Retrieved on October 22, 2015
from http://www.reuters.com/article/2012/01/19/us-kodak-
bankruptcy-idUSTRE80I1N020120119
Hammond, J., Keeney, R. and Raiffa, H. (2006, June). The
Hidden Traps in Decision Making. Harvard Business
Review. Retrieved on October 22, 2015
from https://hbr.org/2006/01/the-hidden-traps-in-decision-
making
Dvorsky, G. (2013, January). The 12 cognitive biases that
prevent you from being rational. iO9 – We Come From the
Future. Retrieved on October 22, 2015 from
http://io9.com/5974468/the-most-common-cognitive-biases-
that-prevent-you-from-being-rational
Disney, R. Stop Making Decisions Based on Other People’s
Opinions. Retrieved from http://www.luma-
coaching.com/making-decisionsLiphart, J. (2014, May).
Decision Making Styles: How Do You Decide? Udemy blog.
Retrieved on October 26, 2015 from
https://blog.udemy.com/decision-making-styles-2/
Soyer, E. and Hogarth, R. M. (2015, May). Fooled by
experience. Harvard Business Review. Retrieved from Fooled
by https://hbr.org/2015/05/fooled-by-experience
Gould, C. (2010, September 20). Group Decision Making
Versus Individual Decision Making….which is better? The 7
Stages of Small Business Success. Retrieved on November 6,
2015 from http://the7stages.com/wordpress/business/group-
decision-making-versus-individual-decision-
making%E2%80%A6which-is-better/
Decision Making. Leadership Management Development Center,

4. Inc. Retrieved on November 8, 2015 from .
http://www.leadershipmanagement.com/html-files/decision.htm
CASE STUDY
BMGT 317 Final Project: McConnell’s Spice
Charles Jackson is chief information officer (CIO) at McConnell
Spice, a Maryland spice company. Within the industry,
McConnell Spice has a large national market presence yet is
global in its need for raw materials. McConnell Spice is always
looking for ways to increase productivity and efficiency while
staying connected to its worldwide sources. Two years into the
job, Jackson suggested to company president, Ann McConnell,
that McConnell Spice implement a new global knowledge-
sharing application that promises to cut development time and
costs in half. Jackson has done thorough research on
knowledge-sharing systems, and has talked extensively with his
counterpart and friend, Jack Thyme at the food ingredient
global powerhouse, ADM. Thyme agree with Jackson’s
assessment of the need for IT sharing systems as he believes
they play an important role in a company’s competitiveness in
the new global market.
On Jackson’s recommendation Ann McConnell presented the
idea to the board of directors, and everyone agreed to pursue the
project. McConnell has asked Jackson to investigate firms that
could assist the company’s IT department in developing and
implementing a global knowledge-sharing application. The
system must be compatible with McConnell’s existing systems.
McConnell explained that she wants the final project contenders
narrowed down to four with the IT’s department
recommendation presented by Jackson to the board of directors
for the final decision next month.
Jackson took the instructions back to his desk and began to
debate how best to go about researching the decision and
possible recommendation. Jackson has 11 people in his
department, three women and eight men. The three women have
more global sourcing experience than the males, so ultimately

5. the new software applications will fall into the overview of the
female male members of his staff. Yet, the more experienced IT
people are among the men. One of his female workers,
Rosemary, has recently come from ADM and has used the new
knowledge sharing application there. John, also known as
Ginger because of his red hair, came from ADM as well and
participated in the selection of the firm who ultimately got the
contract. The other workers have a cursory knowledge of the
system but would need training. Jackson decided that he would
put together a team to research and determine the best suppliers
for the job. Their research is summarized below. Word had
gotten out about the new purchase and staff members were
discussing among themselves possible candidates. A little in-
fighting had developed and there was concern that Jackson
would favor ADM people’s choice, Johnson and Company.
Those who currently like the reps at TECH4U think they can do
the application best because they know the current system at
McConnell. They may even be able to cut a deal if they had the
whole account. Johnson and Company supporters; however,
worry that Jackson will go with Tech4U because it would be
cheaper. Johnson’s people know that the bigger Tech4U doesn’t
specialize in this particular application of knowledge-
management and may not be able to give the quality that they
know is in the Johnson product. One lone IT staffer has been
silent throughout this discussion and wonders why Jackson
should favor these two companies. He knows of yet another,
Information Systems Inc. which should be included. He’s
hoping that if Jackson chooses to pick a team to make a
decision he can get on the team. Jackson however, is confident
that he wants a group decision making process but cannot
decide what type will work best. Jackson is not sure whether it
should be an individual decision made by him with staff input
or whether the entire group should have the decision making
authority. One thing is for sure, he and the group only have
four weeks to make a multi-million dollar decision.
Almost two weeks into the decision process Ann Mc Connell

6. called Jackson into her office to see how the project was coming
along. Jackson informed her that they had identified five major
candidates and were currently in the process of evaluating these
alternatives. McConnell looked over the summary of the
findings to date and balked. “You don’t have Standard IT
Systems on this list,” she exclaimed. Surprised, Jackson said,
“but they do accounting software only. Admittedly, they do it
well which is why we use their software in the Finance
Department but for the global sourcing application I can’t see
them as a contender.” McConnell looked at him and said, “You
are right! They do a good job and I think they can expand into
this area easily. They know our systems and we may even be
able to get a better deal because this is a new area for them. Be
sure to put them on the list.”
Jackson was surprised—Standard IT Systems was known
primarily for helping small companies computerize their
accounting systems. He was uncertain about them and decided
to do as the boss said and put them on the list. He soon found
out that they had never done any work related to knowledge-
sharing applications, particularly on a global basis. Upon
further investigation into the company, he learned that Standard
was owned by McConnell’s new son-in-law. Fortunately, he
also learned that the firm did have some limited experience in
more complex applications. Regardless he thought, I have to tell
the team of the new addition.
During the next two weeks, the decision making process
continued and it became apparent that Standard IT Systems was
not a good alternative for the job.
McConnell happened to meet Jackson in the hall one day and
informed him that the Board would meet in next week and he
was to present his findings and decision to the Board for
approval. With a nod and a wink McConnell said “I know you
are for Standard like I am but we have to make the pretense of
looking at other options.” Jackson stood with his mouth open
staring at her back as she walked away. As the shock wore off
Jackson turned toward his office, his mind racing, do I present

7. the team’s recommendation or Standard IT Systems?
Research Results from Jackson’s Team
Tech4U Inc.: A globally known firm based in California with
over 35 years of IT experience. This corporation currently
provides innovative applications for over 1,000 businesses in 23
countries and is currently the top provider of knowledge sharing
applications worldwide with an A+ rating. This company
provides 24/7 telephonic customer support and on-site technical
support upon request. They give only one week training on the
system and for two people only. They also developed the
current IT systems for McConnell. They are willing to package
the service component of the deal to save money but still come
in as the most expensive. Tech says it will take 3-5 months to
get the system up and running.
Information Systems, Inc.: Based in Dallas, TX, Information
systems, Inc. is a rising global competitor next to Tech4U. They
specialize in various complex applications and have over 25
years’ experience. They are second in market share and also
have an A+ rating. Most known for patenting the K-M sharing
system that is currently used in every large US Spice company,
Info is experienced in spice companies knowledge needs. They
have not worked with McConnell’s existing system but feel
confident that the information will be easy to adapt as they have
done so with other spice companies. This company also
provides 24/7 tech support. They give training for 4 weeks and
will make sure that all people who will use the system are
included. It is the least expensive of the group. However, they
will need 9-11 months for installation.
Johnson and Company: A boutique IT knowledge-management
firm Johnson has 10 locations in the continental United States
and 4 worldwide. In business since 1997, Johnson and Company
has extensive knowledge in complex IT applications with
excellent customer service and on-call tech support. They of
course train anyone who is named by the company. The clients
of the company include some of the major food ingredient
companies (including ADM) but no spice firms. This company

8. only provides sharing applications hence their boutique
moniker. It is also the most expensive bid. While Johnson is
familiar with knowledge management sharing it has not had
experience with the current McConnell IT systems. Some
learning curve time has been put into the time it would take to
get the systems up and running. They suggest 6-9 months.
Standard Company: A local firm that specializes in providing
accounting applications for small businesses in the area. This
company provides excellent customer service but has limited
experience with complex applications and large firms. It has no
experience with the type of application needed but for this
reason is willing to take the project for less money. They can
provide 24/7 tech support with limited training to staff. They
will however need more time to develop and implement the
application.