Research Topics: Problem Solving Process

Evaluate the problem solving process

Your case study may add some insights into the meaning or limitation of a theoretical concept. It may suggest new concepts that are worth considering in the future. This experience will help you develop your case study skills. Reflect upon the following questions on how to continue to improve your skills:     <li class="MsoNormal" style="border: medium none; margin-left: .25in; padding: 0in"> Was your list identifying the problems adequate? </li> <li class="MsoNormal" style="border: medium none; margin-left: .25in; padding: 0in"> Did you identify the relationships that the problems shared? </li> <li class="MsoNormal" style="border: medium none; margin-left: .25in; padding: 0in"> Did the process of evaluation and analysis work well? Can you improve on this? </li> <li class="MsoNormal" style="border: medium none; margin-left: .25in; padding: 0in"> Did you consider a sufficient number of possible solutions? Did you discard solutions too quickly without considering modifying them first? </li> <li class="MsoNormal" style="border: medium none; margin-left: .25in; padding: 0in"> Did you consider all the counter arguments? Was the solution settled on the most effective argument? </li>       1.         Was your list of identifying the problems adequate? Reading the case study a number of times is fundamental to the identification of the main problems. Read the case study, as many times as possible until you are satisfied that you have understood the nature of the case study and have identified all of the problems that are relevant to the study. If you feel a piece of information is not relevant to the case, reread the case study again to be certain of this before discarding it. Never be too hasty to delete information – always check. Do not worry if the list is too long to begin with. Refining the list is one of the skills you will learn with practice.   2.         Did you identify the relationships that the problems shared? One of the best ways to assist you with examining relationships that problems shared is to depict them in a diagram, such as a tree diagram or through mind mapping. If you clearly draw out the connections between problems the relationships are highlighted.   You may need to consider the functions of management, such as, planning, organizing, leading and controlling of a particular company. These also can be mapped to give you a clear idea of their organisation and their hierarchy of control or leadership. Diagrams or mapping are wonderful tools for working out and visualising these relationships.   3.         Did the process of evaluation and analysis work well? Evaluation and analysis can seem like a daunting task to begin with. However, this is just a process of asking the right questions and reflecting upon these questions. Refer back to the section Critical Thinking as it is essential to all academic assignments, including the analysis of case studies. The more this process is practiced the better you become at it.   4.         Did you consider enough solutions? Did you discard potential solutions too quickly without modifying them first? How many is enough? This is a common question and it is difficult to answer. Consider at least 3 or 4 possible solutions. However, attempt to evaluate them very carefully. Consider their: ·      Costs and benefits ·      Limitations ·      Relevance ·      Suitability ·      Consequences   If a solution fails on one or more of the above criteria then consider possible modifications that make them more acceptable. If it cannot be suitably modified, then discard it.    5.         Did you consider all the counter arguments? Was the solution settled on the most effective arguments? If you are under-decided on a solution and believe you have 2 or even 3 good possible solutions, one way to limit your decision is to consider all the counter arguments to that solution. There is rarely an ideal solution and most solutions will fail in some aspect even to a minor degree, the task is to find the one that has the least problems. By selecting the solution with the least persuasive counter arguments and being able to refute those counter arguments you are considering all the aspect (good and bad) of that solution.                                   Credit:ivythesis.typepad.com

Evaluate the problem solving process

Your case study may add some insights into the meaning or limitation of a theoretical concept. It may suggest new concepts that are worth ...

Evaluate the problem solving process

Your case study may add some insights into the meaning or limitation of a theoretical concept. It may suggest new concepts that are worth considering in the future. This experience will help you develop your case study skills. Reflect upon the following questions on how to continue to improve your skills:     <li class="MsoNormal" style="border: medium none; margin-left: .25in; padding: 0in"> Was your list identifying the problems adequate? </li> <li class="MsoNormal" style="border: medium none; margin-left: .25in; padding: 0in"> Did you identify the relationships that the problems shared? </li> <li class="MsoNormal" style="border: medium none; margin-left: .25in; padding: 0in"> Did the process of evaluation and analysis work well? Can you improve on this? </li> <li class="MsoNormal" style="border: medium none; margin-left: .25in; padding: 0in"> Did you consider a sufficient number of possible solutions? Did you discard solutions too quickly without considering modifying them first? </li> <li class="MsoNormal" style="border: medium none; margin-left: .25in; padding: 0in"> Did you consider all the counter arguments? Was the solution settled on the most effective argument? </li>       1.         Was your list of identifying the problems adequate? Reading the case study a number of times is fundamental to the identification of the main problems. Read the case study, as many times as possible until you are satisfied that you have understood the nature of the case study and have identified all of the problems that are relevant to the study. If you feel a piece of information is not relevant to the case, reread the case study again to be certain of this before discarding it. Never be too hasty to delete information – always check. Do not worry if the list is too long to begin with. Refining the list is one of the skills you will learn with practice.   2.         Did you identify the relationships that the problems shared? One of the best ways to assist you with examining relationships that problems shared is to depict them in a diagram, such as a tree diagram or through mind mapping. If you clearly draw out the connections between problems the relationships are highlighted.   You may need to consider the functions of management, such as, planning, organizing, leading and controlling of a particular company. These also can be mapped to give you a clear idea of their organisation and their hierarchy of control or leadership. Diagrams or mapping are wonderful tools for working out and visualising these relationships.   3.         Did the process of evaluation and analysis work well? Evaluation and analysis can seem like a daunting task to begin with. However, this is just a process of asking the right questions and reflecting upon these questions. Refer back to the section Critical Thinking as it is essential to all academic assignments, including the analysis of case studies. The more this process is practiced the better you become at it.   4.         Did you consider enough solutions? Did you discard potential solutions too quickly without modifying them first? How many is enough? This is a common question and it is difficult to answer. Consider at least 3 or 4 possible solutions. However, attempt to evaluate them very carefully. Consider their: ·      Costs and benefits ·      Limitations ·      Relevance ·      Suitability ·      Consequences   If a solution fails on one or more of the above criteria then consider possible modifications that make them more acceptable. If it cannot be suitably modified, then discard it.    5.         Did you consider all the counter arguments? Was the solution settled on the most effective arguments? If you are under-decided on a solution and believe you have 2 or even 3 good possible solutions, one way to limit your decision is to consider all the counter arguments to that solution. There is rarely an ideal solution and most solutions will fail in some aspect even to a minor degree, the task is to find the one that has the least problems. By selecting the solution with the least persuasive counter arguments and being able to refute those counter arguments you are considering all the aspect (good and bad) of that solution.         Credit:ivythesis.typepad.com

Evaluate the problem solving process

Your case study may add some insights into the meaning or limitation of a theoretical concept. It may suggest new concepts that are worth ...

Research Paper The Situation was made more complicated

GINO   Problem Definition             GINO has been facing problems with its distributors over the past several months. Zhou, the manager of Beijing sensed that  the distributor’s attitude towards GINO has been aggravating making it a hostage of the distributors. However, Zhou was cautious about driving them away as this may result to major loses in revenue. Its competitors are also likely to take advantage of the situation. On the other hand, if Zhou kept silent, things may become even worse. The company has also no ideal candidates or replacements for the current distributors.             The situation was made more complicated by  proposal to buy directly from GINO rather than the distributor. is an existing customer of one of the distributors and it adamantly opposed the idea. However, Zhou viewed the possible arrangement with as an opportunity to develop OEM business and combat the increasing bargaining power of the distributors. Zhou needs to decide whether or not he would accept the proposal and run the risk of losing one of its distributors. Analysis of key facts             The distribution of burners involves the delivery from the manufacturer to the distributor’s warehouse. After which the distributor has three options: selling to the second-tier value-added dealers, selling to OEM customers (such as boiler factories or car painting booth makers where the burners are core components of their products) or selling them directly to the end users. OEMs and customers often tired to bypass the distributors by trying to directly from the producer. In such case, burner manufacturers refrained from giving quotations on direct sales and instead refer them to the distributors.             Zhou asserted the sensitivity of the distributors to any indications of the manufacturer selling directly to the OEM customers. They know that manufacturers want to gain more control over their customers and do not fully trust their distributors. However, manufacturers must be cautious of losing their distributors as this may lead to the failure to achieve its annual sales targets. Another major concern of selling to the OEMs is the service and spare parts. Pricing is also a critical issue in directly selling to the OEMs. The price must be higher than  those charged to the distributors. The appropriate criteria for pricing decision are a key issue.             During the recent  months, GINO has experienced changes in the distributors’ behavior. Zhou has been facing the problem more frequently. Distributors began to demand for better prices and lower quotas and more marketing support. Aside form this, there  have also been complaints from the distributors about poaching of sales from them.  Opportunities are also missed due to the difficulties of the distributors to forecast demand.  This is caused by the reluctance to keep inventories.             The proposal of to buy directly from GINO was seen to be a prospect to develop OEM business. However, it is conflicted with the existing arrangements with is one of the leading broiler factories in China which is typical of the twenty largest OEMs in China. In 1999, the factory bought 350 sets of domestic burners, 50 sets of commercial burners and 3 sets of industrial burners from. The rest are purchased from Gino’s competitors. At present, allowed of an average 25 percent discount off the public list price. has been placing much emphasis on and even designated a sales engineer specifically for this account. The primary purpose of for asking GINO was to obtain better prices. It wants to get a 10 percent greater discount form GINO. In return, it promised to purchase 50 percent of its commercial and industrial burners and all its domestic burners from GINO. Alternative Solutions             The manager’s decision may include any of the following <ul style="margin-top: 0in; margin-bottom: 0in" type="disc"> <li class="MsoNormal" style="text-align: justify; line-height: 150%"> Accept OEM business to take advantage of its potential opportunities </li> <li class="MsoNormal" style="text-align: justify; line-height: 150%"> Decline accept OEM business and encourage the continuation of its relationship with </li> </ul> Analysis of Alternative Solutions             In this case, there appears to be no win-win solution. Any decision that will be made is likely to be a lost to the parties. If Zhou decided to accept OEM business, it is likely to lose one of its distributors. Even though he believed that would not leave GINO, he knew Gong will live up to his word. is  the distributor in Beijing and losing it will decrease the sales target tremendously. Aside form this, there might be a negative response from the other two distributors. This may cause them to leave the company as well leaving GINO with no distributors. On the other hand, if Zhou decided to decline OEM business, it will definitely lose the opportunity to create an OEM business in China. Declining the opportunity will also encourage the distributors to seek for more bargaining powers that are unfavorable to the company. Recommended Solution             The most viable option for GINO at this time is to uphold the existing terms with the distributors. That is, it must not intervene into any existing arrangement between the distributors and its customers. While the acceptance of  OEM business is a potential for future growth, its adverse effects are far greater. The breach of previous arrangements may aggravate the situation given the hostilities between them. Instead, GINO can renew the contract with the distributors and review the dysfunctional areas. The terms of agreement can be revised based on the needs of both parties. Implementation             With the decision to decline OEM business, GINO will continue to operate as it used to. However, continuous consultation with the distributors must be carried out to implement the appropriate changes in their agreement.  The demands of the distributors will also need a careful review from the management to assess whether or not they are reasonable. Credit:ivythesis.typepad.com

Research Paper The Situation was made more complicated

GINO Problem Definition GINO has been facing problems with its distributors over the past several months. Zhou, the manag...

Research Paper The Situation was made more complicated

Research Paper The Situation was made more complicated

GINO Problem Definition GINO has been facing problems with its distributors over the past several months. Zhou, the manag...

Change management models attempt to guide organizations and their managers through change

Question 1 Question 2 Change Management Model             Successful change results from strategic planning, thorough communication, fierce dedication, teamwork, and a keen understanding of human nature. Change management models attempt to guide organizations and their managers through change. There are two change management models that I want to discuss.  Change Model             model of change consists of unfreezing, movement, and freezing. Unfreezing refers to conditioning individuals’ readiness for change, and establishing ownership. Momentum build when stakeholders align to introduce change and plan its implementation. Movement also called ‘transformation’ occurs when individuals engage in change initiatives. In the final phase, refreezing, individuals incorporate the change into their daily routine and reestablish equilibrium personally or within the firm. New behaviors solidified and ultimately deemed the norm (2005).   Advantages and Disadvantages              (1951) change management model is very simplistic and very easy to execute. The model proposes that change can be dealt with through fairly simple, straightforward solutions.  model also shows that organizational change can be managed, mastered and controlled and when done properly in a step-by-step manner will be successful.              model is very rational, goal and plan oriented. The change looks good on paper, as it makes rational sense, but when implemented the lack of considering human feelings and experiences can have a negative consequences.              Change Model              change management model (Change by Rational Problem Solving), focuses on crafting or planning responses for organizational disturbance. The model seeks to promote a well-designed plan for solving disturbances in organizations and facilitating change. An initial organizational disturbance is the impetus in planned, rational problem solving, but the response is divided into six steps. 1. Feeling a need and deciding to do something about it 2. Actively attempting to define the problem 3. Searching for promising solutions 4. Applying one or more promising solutions to the need 5. Determining whether the problem is solved satisfactorily 6. Repeating the problem-solving cycle if the problem is not solved               This model also delineates the different roles of the change leader in managing change. The change leader according to  (1998) must become the following: <ul style="margin-top: 0in; margin-bottom: 0in" type="circle"> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Catalyst – overcome and seek to change the status quo. The change leader must not also be complacent.</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Process Helper – must be knowledgeable in how to facilitate change in individuals and organizations.</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Solution Giver – must have a sense of timing and able to communicate effectively to create awareness of the solution’s value and to gain its ultimate acceptance.</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%">Resource Linker – must be able to bring people together and help the organization to discover and make optimal use of resources inside and outside the organization.</li> <li class="MsoNormal" style="text-align: justify; line-height: 200%"> Stabilizer – must be able to create stability in the organization.</li> </ul>   Advantages and Disadvantages             The model calls for strategic planning and problem solving. However, the model tends to focus more on the change agent rather than the change itself.   Question 3: Diagnosis   Force Field Analysis             According to  (2002), the force-field analysis identifies the drivers for change, as well as the barriers, obstacles, and resistance points . (1969) Force Field Analysis provides a framework for problem solving and for implementing planned change efforts around a broad spectrum of group and organizational issues. Diagnosis of the problem takes the form of recognizing the opposing forces as well as the supporting forces in the environment at the existing level of implementation. In diagnosing the problem using the force field method, the opposite forces that affect the organization (or team) are identified.   Force Field Analysis is a general tool for systematically analyzing the factors found in complex problems. It frames problems in terms of factors or pressures that support the status quo (restraining forces) and those pressures that support change in the desired direction (driving forces). A factor can be people, resources, attitudes, traditions, regulations, values, needs, desires, etc. As a tool for managing change, Force Field Analysis helps identify those factors that must be addressed and monitored if change is to be successful.   Affinity Diagrams             The affinity diagram is a management and planning tool. Use of this tool is based in the understanding that time invested in planning will produce remarkable dividends as the generated ideas and plans are acted upon and implemented. Unlike the basic tools for improvement that deal primarily with collecting and analyzing hard data, this tool focuses on issues and ideas (soft data). An affinity diagram is the result of a creative process focused on finding the major themes affecting a problem by generating a number of ideas, issues or opinions. The process identifies these ideas, groups naturally related items and identifies the one concept that ties each grouping together. Affinity diagrams aid in organizing random data to show the underlying organization of a problem or issue. They are especially useful if the situation seems chaotic because there is an excess of ideas, influences, objectives or requirements, or if breakthrough thinking rather than incremental improvement is required.   Credit:ivythesis.typepad.com

Change management models attempt to guide organizations and their managers through change

Question 1 Question 2 Change Management Model Successful change results from strategic planning, thorough communication, fier...

Change management models attempt to guide organizations and their managers through change

Change management models attempt to guide organizations and their managers through change

Question 1 Question 2 Change Management Model Successful change results from strategic planning, thorough communication, fier...

Change management models attempt to guide organizations and their managers through change

Change management models attempt to guide organizations and their managers through change

Question 1 Question 2 Change Management Model Successful change results from strategic planning, thorough communication, fier...

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