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Summary Applying Business Decision Model to A Daily Routine

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Apply a business decision model to something you do every day, such as selecting an outfit, ordering lunch, or determining your exercise routine. Be creative in your approach. How did you select the model? Include rationale with support from the readings. In this exercise, I am applying the Vroom-Jago decision model to decide on the kind of food I will eat for dinner. Eating dinner is something I do every day either at my house or in a hotel. Deciding on what to eat may be complex because there are a variety of meals available for me. The Vroom-Jago decision model is a balanced model applied by organizational leaders to decide whether they should make a decision alone or in groups (Vignesh, 2020). It also helps the leader to decide to which extent should others be involved in the decision. Considering my situation, I understand the kind of foodstuff I have in my kitchen or that I like, and I can get it in the food stores. I am with a friend walking into a supermarket to buy food for my dinner. When I reach the supermarket, I am exposed to different foodstuffs to choose from making it complex to make a decision. The Vroom-Jago decision model provides five styles to use when deciding (Lührs et al., 2018). They include Collaborative (G2), Autocratic, (A1), Autocratic (A2), Consultative (C1), and Consultative (C2). I understand the kind of food I like eating for supper so in this way, I will not require information from outsiders to decide although I am in dilemma. Similarly, I have no enough time to stay long in the supermarket and also understand the amount of money I have that I can spend on food purchases. I am going to adopt the autocratic (A2) style provided by the Vroom-Jago decision model to decide on what to purchase for my super (Lührs et al., 2018). I will gather information from my friend about the variety of foodstuff available, consider the prices, and after that, I will make the final decision on what to buy after gathering enough information.

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