The first observation was in a telecom company. The organization was facing increasing numbers of complaints, and it had difficulties in addressing all these complaints. The company’s top management decided to apply the principle of simulation in its decision making process. It established a business process simulation model that management used to capture organizational resources and their constraints. Additionally, the company’s top management also used the model to capture the decision rules related to the resources. Decision rules empowered employees to handle issues branching out of the plan of action. One day, there was a double increase in customer complaints and the employees successfully handled the problem using the simulation model. The company’s top management evaluated a number of options and decided to shift resources from one specialized support to team to another. Furthermore, the top management ensured that the organization had taken out some of the resources before there was yet another call increase.
Therefore, employees used process-based simulation to support their decision (Portougal and Sundaram 4).
I made the second observation while working at an events management company as a volunteer. I was working in a department that was suffering from poor employee morale. In an attempt to address low employee morale, the department organized its quarterly team meeting to discuss on the way forward. During these meetings, I observed the principle of planning. There were reviews of parameters and members of the department brainstormed on some of the approaches that could improve morale. Members qualified a number of ideas against employee requirements and came up with the cause of action. The team developed a communication plan with the rationale that open communication would improve morale. The meetings adhered to a very tight schedule of events which ensured maximum utilization of the available time.
Portougal, Victor and Sundaram, David. Business Processes. New York: Idea Group Inc (IGI), 2006.