Selection of an Alternative

Once  appropriate alternatives  have been identified and evaluated, you must select the one alternative with the greatest perceived probability of tingling organisational objectives. Of course, it is entirely possible that the decision maker may be made  to go hack and identify other alternatives if none are judged to be acceptable. 

Theoretically, if the identification and evaluation of alternatives has been properly handled,  making a choice should be an easy matter. The most desirable alternative will be obvious. In practice, however, selection of a course of action is often the result of a compromise. Enterprise objectives are multiple. As a consequence. choice of an alternative must be made in light of multiple and often conflicting objectives. Induced, the quality of a decision may often have to be balanced against its acceptability. Resource constraints and political considerations art: examples of confounding Sactors which must he carefully weighed. At this point. sound judgement and experience play important roles.