Organizinga group bus trip

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Organizinga Group Bus Trip

Organizingfor a group bus strip is sometimes hectic and tedious process. Theorganiser or committee members are required to come up with ideas ofhow the arrangements will be conducted without failing. On the way,drawbacks, hardship and inconveniences can be felt and that why agood stated idea are acceptable if the project is to succeed. Thereare factors that may hinder the project. Alternative solutions arehighly accepted to increase chances for success. Whole processrequires decision making and estimation (Hammond et al, 1990).Perfect decisions and unbiased estimation may require some form ofcalculations. Mathematics concepts and computations are the keyissue.

Section1

Theproblem of interest is to organize for a group bus successfully. Itrequires cost estimation, availability of the bus, total number ofmembers to attend the trip, distance travelled and miscellaneousexpenses. The assumptions that are made is that the bus will bereadily available, the total number of members is fifty. The expensesincurred are assumed to cover both to and from journey. Personalexpenses are not included when calculating the total cost. In orderto make decision on which bus to choose, we shall prior considercharges of each buses and if the driver is competent.

Thefollowing table will be appropriate for decision making.

Table1:trip arrangements.

Particulars |
Explanation |
Results |

Members |
Attending the trip |
50 |

Charges |
3 USD Per member |
150 USD |

Day and time |
Departure |
Tuesday (8am) |

Thetable shows data of total number of member scheduled to attend thetrip and charges per member. It is also shows specific day and timefor departure. According to the above information in table 1, it willact as a platform of decision path.

Thefirst step is to look for a bus which will be available in the aboveschedule day at time for the trip. By shortlisting the buses whichwill be available on the scheduled day and time, it will now easy toeliminate one by one with respect to specific constraints. Theconstraints will be charges per bus and capacity of the bus. The Mathshould help determine the lowest cost that will be incurred. A finalagreement will be reached after the above stated constraint isconsidered.

Section2

Themethod of cost-revenue analysis and optimization will be highly usedas the benchmark of the project. This will involves determination ofexpenses to be incurred during the process subjected to budgetconstraint. Budget will state amount of revenue available for theproject (Kovacic, 1980). For effectiveness, optimization process willbe the key determination in order to reach full satisfaction.

Wewish to minimize cost as low as possible and maximize satisfaction asmuch as possible. For example, if charges of some shortlisted busesare found to be charges A, B and C, and given that C>B and B>A.therefore, arranging the in order of cost preferences starting withthe lowest charged to the highest as follows A>B>C. using costminimization principle, the bus that charges A, will be accepted.

Conversely,the minimum cost can be most appropriate to go for but notsufficient. Sufficiency will entails looking for extraneous variablesthat may affect the outcome of the process. Such variables willinclude reliability, time factor and satisfaction. For any similarsituation, cost minimization and optimal satisfaction will be keymotivator (Kovacic, 1980).

Ingeneral, Mathematically, Min cost (C)

Subjectedto: budget

Section3

Thissection deal with data analysis. The information from the researchdone on bus arrangement will be compiled and interpreted. Forexample, the viable buses from the research should be analyzed intodeal. This will help in mitigating risk of inconveniences. Bus whichcharges cost A is more suitable to the trip, but it may havedrawbacks when comes to timing since it may be busy on that day andtime. Therefore, there should be need of including bus which chargesB and also C since it may be efficient in other areas. This will bevalidated with the saying, “cheap is expensive”. It means,succeeding in minimizing the cost but ends up bringing up extracosts.

Revenuefrom the club will act as the benchmark. Budgeting for the bus tripwill not exceed amount you have in hand. Irrespective of what typeand condition of the bus, your decision will be bound under thebudget. For example, the tabulated budget of 150 USD will be theconstraint. Therefore, the data tells us what to and under whatrational grounds. Members that are scheduled to attend the trip astabulated in table1 will also act as a constraint in decision making.Bus with a carrying capacity of less than the number of the memberswill not qualify. The one that qualify is a carrying capacity ofgreater than or equal to total numbers of the members.

Mathematically

Qualifyingbus ≥ total number of the members

Ceterisparibus, minimum charges of the bus may be the best approach to makedecision from (Encyclopedia Britannica Educational Corporation,1998). If other variables are of interest, then there is a need torethink what is best. A situation may seem to be less costly and itends up costing more than thought. For example, if the minimumcharging bus happens to be chosen ceteris paribus. When we reconsiderother variable like capacity, punctuality and others, and if thecapacity is less than required, then other expenses of borderinganother bus will be cost. This will mean double costing while asthere could have being other bus with maximum capacity which couldhold all the members. Time will be consumed while reallocatinganother bus to carry the members who will remain.

Thetotal cost should be calculated by adding the bus charge plus otherfactors that adds on the cost. In considering the other factors, thecoordinator should not forget the key factor of cost minimization. Inmath notation:

Totalcost of the bus trip = bus charge + extraneous factors (i.e.capacity)

Thiswill help the committee members reach to agreement of the necessaryand sufficient decision which will not bring inconveniences. Theprocedure of researching of the best bus should be validated underall conditions feasible.

Section4

Theprocess of cost – revenue analysis was the benchmark of decisionreached. Expenditure to be incurred through the whole process shouldbe followed to the latter. This is to say that, initial expensesshould not determine the decision to be lied down, but actually anyvisible cost that can be experienced through the process. One canignore the extra expenses but in the real sense via calculation canproof the concept. Math is crucial in decision making than any otherground consideration. It gives quantitative data rather thanqualitative data that are usually abstract. It enables comparison ofmany choices reached. Hence, it helps in eliminating some andremaining with the best choices which give maximum satisfaction.

Inaddition, it states the magnitude of how the choices deviate fromeach other. This helps in arranging them in a certain order ofsatisfaction. Since human beings are rational, selection will also berational. Rationality will be subjected to revenue. Revenue should bethe key factor to consider and approve it. Without revenue, theprocess will be like flowers of a tree that lack roots. Therefore, itacts as a backbone to any of the project that can be under taken. Forthe decision to be rational and rational of a certain level of degreebased on the revenue.

Theprocess helps in finding out the best decision to implement fromalternatives decisions. On the basis of the assumption made at thebeginning of the process, should help govern the mathematicaldecision to be validated on different grounds and policies. Thedecision successfully reached of taking the bus trip with minimumcharges and optimal capacity plus other consideration of time anddistance. This is the most appropriate method to execute decision. Weneed to consider all the factors prevailing which affect the wholeprocess.

Mostpertinent, is to cut down cost as low as possible and maximizesatisfaction as much as possible. Revenue will be evenly distributedaccording to budget of the whole process without hindering otheractivities from being undertaken. Plan well by listing down allfeasible alternatives, then using a well thought process, select thedecision.

References

EncyclopediaBritannica Educational Corporation. (1998). *Mathematicsin context*.Chicago, Ill: Encyclopedia Britannica Educational Corp.

Hammond,P. B., Coppock, R., National Research Council (U.S.), NationalResearch Council (U.S.), National Research Council (U.S.), &National Research Council (U.S.). (1990). *Valuinghealth risks, costs, and benefits for environmental decision making:Report of a conference*.Washington, D.C: National Academy Press.

Kovacic,M. L. (1980). *Mathematics:Fundamentals for managerial decision-making*.Boston, Massachusetts: Prindle, Weber & Schmidt.