Locating, Assessing, and Presenting Evidence in Business Practices
Decision making in an organization requires a critical look at the various tools as evidence for purposes of arriving at a particular decision. Locating information is key in the managements’ ability to use the information for making the much-needed decision for organizational growth. In the case of Rawhide Brewery, Andrew Upson needs to use all the available resources to locate the evidence that will support his decision making (Marr, 2009). The location of the evidence means that Upson will need to identify the best evidence systems that would present the functions and objectives for which they were established.
The case of Rawhide demonstrates that the use of accounting information of the organization as well as those of the prospective business partners to demonstrates that the right to decision making as well as risk sharing and returns on investments can be ascertained by means other than through being a shareholder. The location of evidence will depend on the nature of evidence as well the type of business. The information could primarily be obtained from corporate books, business journals, and other secondary data sources. The authenticity of the sources, however, has to be established if the results of the study are to be believed by the consumers of the information and more so, solid justifications to the decisions arrived at using the information (Marr, 2009).
The assessment of evidence can help Rawhide Brewery and Andrew Upson to identify the gaps in the skills and the available research that can be utilized in the new business venture. This assessment can make it easy to develop strategies that support evidence, which establish a more direct research agenda and provide training on evidence-based skills to make sure that the assessment process is efficient. It is also important to note that assessing the effectiveness of rawhide brewery in terms of its improvement in relevant outcomes would make it possible to ascertain whether the evidence-based decision making is successful (Daft, 2012). The assessment also leads to more questions that need answers for successful evaluation of the decisions to be taken. The assessment should focus on how viable the evidence is and how useful it can be in decision-making. The assessment process should be less costly and sensitive to the needs of the parties in the business (Marr, 2009).
Daft, R. (2015). Management (12th Ed.). New York, NY: Cengage Learning.
Marr, B. (2009). Management accounting guideline (MAG ® ) evidence-based decision making: Using business intelligence to drive value. Retrieved from http://www.cimaglobal.com/Documents/ImportedDocuments/cid_mag_evidence_based_decision_Jul09.pdf