Problem scoping analysis


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This assignment will be based off of the module 3 slp document. The case document is named performance management which i've also attached.

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you will build upon the Problem Scoping analysis you prepared in your Module 3 SLP assignment by: 1. Developing three alternative solutions that address the problem definition and criteria that you identified. 2. Comparing the pros and cons of those three alternatives. 3. Selecting the best alternative. 4. Developing a logical argument to support your choice. You will apply these same analytic skills throughout your BSBA program, and they will serve you very well in your professional life. Case Assignment Use the Evaluate Alternative Solutions Template to complete your case assignment. Note: Developing alternative solutions is essentially a brainstorming process. What can you do to solve the problem? That is an alternative. Proposed alternatives should be consistent with the problem(s) that you identified in your Module 3 SLP assignment. Developing a list of good alternatives involves creativity and avoiding preconceived attitudes (knee-jerk solutions) and assumptions. Guidelines for alternative development include: 1. DON'T SETTLE FOR YOUR FIRST IDEA! 2. Good designers try to generate as many possible solutions as they can before choosing one that they feel is the best. This creative process of developing ideas is called ideation. 3. Methods of ideation include: a. Examine existing solutions b. Conduct brainstorming sessions. Remember the first rule of brainstorming – every idea is a viable one. c. Develop as many alternatives as possible. When you are done, try to categorize your alternatives. Then develop three alternatives. d. Sketching and doodling to create pictures of possible solutions Assignment Expectations This assignment needs to be completed in paragraph format using full sentences. Insert the decision table you made into your Word document. Use this linked tutorial demonstrating techniques to Insert Tables into Word Documents. In addition to following the guidelines above, your assignment must follow these formatting requirements: 1. Center the title, your name, and date on a separate page. Use Times New Roman, 14 point). Bold the title only 2. Set Left and Right margins at 1 inch 3. Number the pages 4. Include a References section using the guidelines from the Trident University Writing Style Guide (Mullen, Timothy. 2014. Trident University Writing Guide. Accessed on June 20, 2016 at Include this site as a reference in addition to any of the background readings that you draw upon to develop your alternative solutions document. 5. Upload your document as a Word .doc or .pdf into the Case drop box by the module due date. Assignment: Evaluate Alternative Solutions Name: Problem Statement: (one paragraph) • From Module 3 SLP, incorporating any feedback that you received from your professor Alternative #1 • Describe your first proposed alternative solution in one or two paragraphs. • Describe how it relates to the constraints and criteria you identified in your problem scoping document in an additional one or two paragraphs. Alternative #2 • Describe your second proposed alternative solution in one or two paragraphs. • Describe how it relates to the constraints and criteria you identified in your problem scoping document in an additional one or two paragraphs. Alternative #3 • Describe your third proposed alternative solution in one or two paragraphs. • Describe how it relates to the constraints and criteria you identified in your problem scoping document in an additional one or two paragraphs. Compare the Three Alternatives • Using Word or Excel tools, create a table to compare the pros and cons of each alternative in relation to the criteria you identified in your problem scoping document, e.g.: Alternatives Alternative #1 Alternative #2 Alternative #3 Criteria Criterion B Criterion A Pro: Pro: Con: Con: Pro: Pro: Con: Con: Pro: Pro: Con: Con: Note: Criterion is singular, Criteria is plural. Criterion C Pro: Con: Pro: Con: Pro: Con: Select the Best Alternative • Based on your comparative analysis of the pros and cons of each alternative in relation to the criteria, identify the best alternative, and explain why you believe it is the best alternative based on your analysis in a paragraph. Conclusion • Add a closing paragraph in which you briefly summarize the problem you were trying to solve, what you did, the solution you propose, and why and how it will help to resolve that problem. PERFOMANCE MANAGEMENT 1 Performance Management By: Jordan Williams 13th May 2018 PERFOMANCE MANAGEMENT 2 Several problems can be deduced from Brent’s department in regards to the poor performance of his teams. In analyzing why the team is portraying poor results, we can establish that the main issues affecting his teams regard team cohesion and ability to work together. The main teams that Brent analyzed were his best team and his worst team. The best team was team two and the worst team being team nine. The two teams both had differences in the how they worked and achieved productivity. The main issues that concerned team nine included the poor relation between members which highly affected the way they worked and led to poor performance. This cases study portrays several potential constraints that affect this department. When we analyze team nine which is the worst team we can establish one of the issues of concern to be the age gap. Team nine has members who come from different generations which bring about differences in how things are done. The issue of age gap has led the group to divide itself into two groups which include the geeks and the technophobes. The two groups both have different ways by which they approach and solve issues, and the major differences between the two groups bring about conflicts. The technophobes have an established way of handling issues while the geeks have newer ways of dealing with similar problems. Each of the groups believes that their methods are the best; hence they cannot agree on what approaches should be applied to a particular task. This, therefore, means there is a lack of effective conflict resolution methods. The other major issues affecting the two groups in team nine is the issue of technology. The geeks are well versed with the technological aspects in this department while the technophobes are still behind on these issues due to generational differences. For this reason, the technophobes disapprove of the use of technology in solving and handling tasks in the department. They are more comfortable with maintaining the conventional ways of handling things. The geeks, on the other hand, feel that the technophobes have been passed by time as their ways have no place in the digital world of this era. For this reason, we can establish that conflict here is mainly due to the issue of adapting to change. Another constraint reflected in this case study includes is the issue of communication. We have established that team nine has poor communication systems as they are always arguing in loud voices and there is no channel for airing out their grievances in the team. We also establish that when Brent investigated their grievances, the team members did not use the proper channel of using their leader to convey their grievances rather went to the department head directly. This shows that this team has no clear definition of a communication model or has no respect for it. Both of the two groups do not see eye to eye hence they cannot communicate effectively which is very serious as tasks cannot be completed effectively without proper communication. We can, therefore, establish communication as and team leadership as an issue of concern. Team nine also presents the issue of work procedure. Due to the differences in the two groups of the team each team has their own work procedures. The geeks are known to be notorious as they show up late for work and leave early. They are however very sharp at carrying out their duties due to their proficiency in technology. The technophobes, on the other hand, have more conventional procedures of work such as their preference of face to face or voice to voice communication that they disregard things like leaving a voicemail. They show up early to work and are willing to put in more effort. These two different work procedures cannot thrive together on the same team. The main issue here is, therefore, the fact there is no particular work schedule and procedure developed for the team. The other issue of concern was portrayed by the vocal PERFOMANCE MANAGEMENT 3 majority. The vocal majority have been seen to put too much pressure on the new members of the department. They view the geeks as wanting to change everything fast and having unorthodox work ethics and poor interpersonal skills. Team two as the best team also presents the issue of poor individual performance as they work well together but cannot reflect the same performance on individual levels. In establishing the criteria for dealing with these issues we can begin with handling the issue of technological differences in the two different groups. Most of the issues in the team nine have been caused by the fact that the two teams geeks and technophobes are from different technological eras. Technology plays a major role in organizations and has been widely adopted to enhance efficiency and increase productivity. For this reason, therefore, the technophobes have to catch up with the rest of the world. This can be done by establishing training workshops for all of the employees in the department. These training workshops will educate and re-educate everyone on the use of the relevant technologies at the workplace. This will give the technophobes skills to handle technology like their counterparts which will reduce conflicts regarding technology. This will, in turn, handle the issue of adopting change. When employees have the relevant knowledge, they reduce their resistance to change (Phillips, 2012). This training will also be useful in solving the issue regarding work procedures. With technological education, both of these teams are in a better position to sit down and evaluate the best work processes and procedures that bring about the best results. Once they have established these processes, they can implement them. When both teams agree on work processes, they are able to work cohesively, faster and more efficiently. The issue of conflict resolution is very important in team nine and the department in general. The team has to be educated on the different conflict resolution processes that they can approach for different issues such as completion, collaboration, and compromising (Behfar, 2008). Communication is a major issue in team nine. The team members do not have the proper interpersonal skill and have not established proper communication channels. They argue openly and have no process for communication passing down. The issue of communication can be handled by having training on proper communication skills since members especially the geeks are accused of poor interpersonal skills. The team has not established proper communication channels which seem to be a leadership failure. The team leader opts to establish proper channels for communication and airing out grievances (Smart, 2000). A general department bonding event should be held in order to have all teams interact so that the vocal majority can interact and stop being judgmental about the others and learn to relate well. It is also important that Brent figures out how to shuffle different teams so that team members can learn to work better individually as well as in a team setting. The stakeholders involved in this case study are team leaders. Team leaders such as Brandon who are having trouble leading their team need help in formulating leadership strategies. The geeks and the technophobes are also stakeholders in this case. These two have the most conflict issues in the department. The vocal majority are also stakeholders as they present cohesion issues with the minority teams. The best team ‘team two’ is also a stakeholder in this case as they have work procedures that can be emulated and are also faced with the issue of lack of individual performance ability. Brent as the department head is also a stakeholder in this case as he is the overall overseer of all teams. PERFOMANCE MANAGEMENT In establishing how the processes of collecting information we can establish that the use of questionnaires and surveys would be appropriate for team members. The use of interviews would apply best to all team leaders as they are fewer. They know the issues that face them as leaders and as a team. 4 PERFOMANCE MANAGEMENT 5 References Behfar, K. J., Peterson, R. S., Mannix, E. A., &Trochin, W. M. (2008). The critical roleof conflict resolution in teams: a close look at the links between conflict type, sonclict management strategies, and team outcome. Journal of Applied Psychology, 93 (1), 170. Philips, J. J. (2012). Return on investment in training and performance improvement programs. Routledge. Smart, K. L., & Barnum, C. (2000). Communication in cross-functional teams: An introduction to this special issue. Technical Communication, 47(1), 19-21. Trident University. (2018). Trident University International Writing Style Guide. Case: Performance Management Brent Q. Gardner Brent Gardner is having a bad day in the middle of a bad month in the midst of a crummy year in what looks like the wrong career choice altogether. Today the news came down that all midlevel managers and below will need to reapply for their jobs. Of course, they will change all the job titles and shuffle the responsibilities, but no one is fooled. The big guys found yet another way to downsize without the appearance of being a pack of corporate serial killers. In earlier times, with better staff performance, this kind of hazing wouldn’t have worried him in the least. Brent always hits or exceeds his numbers as a source of pride and with an eye toward survival. He knows that in corporate politics, if you can’t razzle dazzle your way up the ladder at Alpha Beta Surety, great productivity and profitability numbers are the next best thing. It takes hard work to get them, but while some rest on their laurels, Brent rests on his numbers. But the numbers aren’t working for him lately. Recent shakeouts in the insurance business have promoted him to what he fears is his level of incompetence. He is now in charge of a subrogation unit – the group that parses out who owes whom what in liability settlements – of one hundred people; ten teams of ten apiece. And most of them are failing to make their goals. By any measure, Brent’s department is in trouble. Productivity is down; claims paid are up; customers are angry; subrogation units from other companies say his teams are easy marks – they hardly ever fight a counterclaim; department morale is in the cellar; and turnover is high. Quotas are low, lower than ever, and they still don’t hit their numbers. Nothing is working for Brent. He is 48 years old and as of today, looks like he is due for a career change. He has a month to turn things around, and panic is the calmest feeling in his emotional spectrum. There isn’t any point to scheduling meetings with all the teams until he figures out what the problem is, so Brent has been to see the resident organization development specialist. She suggested he make a list of what each team did well and find ways to encourage his people to do more of the same. No way will Brent have time for all that fluffy, touchy feely analysis and he certainly can’t turn things around in 30 days without tackling problems instead of mouthing platitudes and playing with woo-woo panaceas. But he decides to do at least part of what she suggested: he will jot down the characteristics of both his best and his worst teams and see if the contrast will clear anything up in his own mind. Team two is his gem. They do everything right and are a joy to deal with, so much so that many of them have become Brent’s friends over the years. Matter of fact, Linda the team leader, named Brent godfather to her son when he was born 12 years ago. The team members are mostly energetic and focused, and they know the value of friendly competition. They work together like the Chicago Bulls in their heyday. The team has its top performers, but no one has any illusions they could do as well alone as a team. They are willing to work hard and put in extra hours when necessary. In fact, he sometimes worries they work too much, but with the lousy productivity of the other teams, he appreciates the extra effort. Politically, this group is sharp. They know how to look good in front of upper management and how to make him look good, too. They network with other teams well, both inside and outside the department and they still can handle the competition. Most of them belong to the same downtown gym, and they often get together after workouts. If he could put this team on the copy machine, he would make nine copies, and his job would be saved. On the other hand, every time Brent looks at a team nine, he is reminded of a cat fight. They are notorious for their knock down drag out, shouting over the cubicles like it’s the trading floor at the stock exchange. It is worse when they are silent. That means they are beyond fighting and aren’t even talking; they are pouting. That also means they aren’t working, at least not productively. Everything team two does right team nine screws up. He can’t take them out in public, and they don’t play well with other teams. Sometimes he thinks team nine’s high turnover is a blessing, a way to get rid of the troublemakers, but it never seems to work out that way. There is always more than enough trouble on the team and enough troublemakers, and with the burgeoning labor shortage, the pickings in the labor market are getting leaner. On paper at least, most of team nine’s members are salvageable. They are bright, enthusiastic workers he personally likes. They are constantly requesting transfers to another team, and though he feels sorry for them, he can’t justify the move. Team nine’s battles concern technology, interpersonal communication, hours, and work assignments. A couple of members are highly adept internet users with no patience for the ‘dinosaurs’. Of course, it doesn’t help that the extreme technogeeks are the same ones who show up late for work, leave early, and won’t work overtime. They are notorious for not following directions, which grates on the nerves of some members of the team more than others and sometimes on his nerves as well. Their teammates complain that the technogeeks don’t listen, exhibiting such behavior as typing email messages while another team mate is trying to have a heart to heart conversation with them. The geeks have a point, especially about procedures. Some members of team nine are such sticklers for details and doing things by the book that it drives Brent and the rest of the team nuts. These same folks are so enamored with face to face, or at least voice to voice, contact that they refuse to leave or return voice mail messages. The upshot, Brent believes, is that they are missing a lot of opportunities to get things done efficiently. When it comes to the internet, forget about it. The technophobes only do what they are told, and they rarely come up with new approaches. They see technology as a way of hiding from confrontation and favor taking on the enemy one to one, hot and heavy. Their touchstone seems to be, “We’ve always done it this way.” The good news: They always show up on time and are willing to go the extra mile. Then there is the rest of the team - the vocal majority. Generally good individual performers, they are extremely judgmental and intolerant of the other two, often warring, contingents – the technogeeks and the techno ...
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