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The 7 step Problem Solving Model
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Using a 9-Step Problem Solving Model in Cross Border Negotiations Scenario Leadership is a process of identifying and realizing opportunities for selecting a critical decision. Using an effective problem-solving approach helps leaders to define the right problem in order to define the potential solution. The Spartan Team was required to review the USAuto-AutoMex scenario and determine the effectiveness of applying the 9-Step Problem-Solving Model to their situation of cross border negotiations. This paper will identify challenges, possible solutions and end-state goals for USAuto and AutoMex using the 9-Step Problem-Solving Model. Effectiveness of the 9-Step Problem-Solving Model The 9-Steps Problem-Solving Model could be very effective on scanning the environment that leads to identifying the challenges and opportunities, managers can face in certain decision-making situations. According to Miles (2005), the decision-making process is a "process that involves taking a series of interrelated investigative steps and designing a plan to solve a problem or answer a need effectively in a manner that meets the needs and goals of the individual and the organization" (pp. 27-28). In the USAuto-AutoMex scenario, identifying the internal and external challenges helped to frame the right problems and determine end-state goals. A challenge for USAuto was the need to increase its market share and profitability, and reduce the cost of labor so as to reduce the final car cost.
This step includes gathering facts before trying to figure out the solution to the issues or possible future issues. This is a very important step when making important business decision...
The world of technology is ever changing and advancing. With the automotive industry in play technology is constantly surpassing what is available today with what can be done for tomorrow. Technology and the automotive industry go hand in hand with constant improvement to components of cars. Due to technology advancement there is competition within the car industry, especially between American car companies and European car companies. European car companies provide their buyers with innovative variety and revolutionary luxuries. European car technology is superior to American car technology due to their safety, entertainment, and luxury features.
Within the paper, both authors discuss how a leader or team can balance the need for open discussion early in the decision-making process with the need for unity at the end. By using an Inquiry style decision-making process, teams can openly express their own interest and ideas. The teams stay away from trying to persuade others to take any one individuals point of view, but to decide on what is the overall best course of action. This process allows the team to express their ideas without the bickering and fighting that comes with an Advocacy style process. The team stays unified and satisfied that their opinions were heard and put into consideration.
This case depicts about the success stories of the collaboration in the automobile industry by the Japanese and US firm though they were obviously competitors. One significant success story emerging from the alliance involves Ford probe and Mazda MX-6. There were swapping of resources and capabilities between the two firms. Mazda designers design the basic platform, engine and drive train for the cars. Mazda then design the outside of the MX-6 and Ford does same for the probe. Finally both cars are assembled at a factory owned by the two firms. Ford escort was another successful offspring of the alliance where again the Mazda engineers designed the car and Ford made it. But the alliance was not without spots. Mazda Navaho one of the offspring of the alliance which was basically build upon the on of the Ford popular product Ford explorer and build by the Ford makers. Ford made an opposite step by denying to provide the Japanese partners Navaho production to continue production of its own product line. The partner Mazda in addition fell into financial distress and Ford got the effective management control of Mazda and took some bold steps which eventually went against the collaboration.
Ford’s production plants rely on very high-tech computers and automated assembly. It takes a significant financial investment and time to reconfigure a production plant after a vehicle model is setup for assembly. Ford has made this mistake in the past and surprisingly hasn’t learned the valuable lesson as evidence from the hybrid revolution their missing out on today. Between 1927 and 1928, Ford set in motion their “1928 Plan” of establishing worldwide operations. Unfortunately, the strategic plan didn’t account for economic factors in Europe driving the demand for smaller vehicles. Henry Ford established plants in Europe for the larger North American model A. Their market share in 1929 was 5.7% in England and 7.2% in France (Dassbach, 1988). Economic changes can wreak havoc on a corporation’s bottom line and profitability as well as their brand.
Throughout the course, I have discussed numerous aspects of Toyota Motors Corporation. This company is very successful within the automotive manufacturing industry, despite their numerous issues based on product recalls and unethical standards. Although these were serious setbacks, Toyota still remains the number one automaker in which they produced 10.08 million units in 2015 (Schmitt, 2016). In addition, the corporation has numerous strategies, practices, and policies that attributes to their success.
Some of the characteristics seen in collaborative leadership are shared problem-solving and decision making. In order to come to a mutual decision between group members, the...
Introduction: Toyota Motor Corporation is a very successful automobile manufacturer that is recognized globally. They have continued to obtain and retain a competitive advantage over their counterparts, despite recalls over many years. Regardless of recalls, Toyota has been quick to rectify their shortcomings and continue to lead the automotive industry with their innovative measures. In this essay, I will discuss key internal factors for Toyota. Within those factors will include Toyota’s core competencies, which are what they do really well in comparison to their competition, three of their strength’s, which will include their posture within the automobile market and their heavy focus on research and development, and two of their weaknesses.
AutoEdge is facing crisis since millions of its automobiles has had to be recalled due to product quality issues. Many things should be considered in order to implement a proactive response to rectify the situation. As the research analysis, I have been tasked will helping to rebuild AutoEdge’s reputation as well as to reduce and control operating costs. When making any decision on implementing change within the organization market analysis must look at the market structure of the organization. Market structure is made up of the relationship that exists between buyers, sellers, competition, product differentiation, and ease of entry into and exit from the market. The article “Review of Market Structure” (n.d.) defines market structure as the “microeconomic characteristics of different markets” and include such elements as competition level, high versus low entry barriers, and scale (Review of Market Structure, n.d.) To make the decision the decision to relocate, AutoEdge must analysis and evaluate of market structure. This report will discuss the four different types of market structures: monopoly, oligopoly, monopolistic competition, and pure competition. Additionally, it will outline the type of market structure AutoEdge fits into, how that market structure impacts the level of competition, elasticity of demand, price, and position in the industry.
Managers should be ready to teach the importance of decision-making skills and reinforcing organizational policy. Avoiding hasty, careless decisions, which can have devastating results on the manager's unit or the entire organization. Decisions made with forethought, using the many managerial tools available will lead to better and more profitable operatio...
The problem solving and decision-making processes are commonly used in management throughout all business models. Both processes share a similar uniqueness by combining an analysis and perception along with systems and outcomes. Much like the steps of the decision-making process, problem solving also follows a similar sequence of steps. Despite the fact that problem solving and decision-making are somewhat related, they are completely different. The main difference between the two is that problem solving is considered to be a method whereas decision making is more of a process. Management uses problem solving to reach a resolution with hope of achieving a positive outcome. Decision-making is frequently used during problem solving to help reach a resolution. Decision-making generates criteria for problem solving and develops alternative solutions. It also evaluates possible solutions and chooses from among the solutions (Huitt, 1992).
Negotiation and decision-making offers you a powerful new perspective, a specialized language and a set of tools that you can use to address the most stubborn problems in your everyday life and work. Negotiation and decision-making is a way of understanding reality that emphasizes the relationships among a system's parts, rather than the parts themselves. This is based on a field of study known as system dynamics. Negotiation and decision-making has been defined as an approach to problem solving, by viewing problems as part of an overall system, rather than reacting to specific parts, outcomes or events and potentially contributing to further development of unintended consequences. The rationale behind negotiation and decision-making is critical to an organizational survival. Why is Negotiation and decision-making critical? It can assist you in designing smart and enduring solutions to problems. In its simplest sense, negotiation and decision-making gives you a more accurate picture of reality, so that you can work with a system's natural forces in order to achieve the results you desire. It also encourages you to think about problems and solutions with an eye toward the long view. For example, how might a particular solution you're considering play out over the long run? What unintended consequences might it have? Negotiation and decision-making is founded on some basic universal principles that you will begin to detect in all areas of life once you learn to recognize your emergent issues.
Problem-solving approaches presented by Takahashi, Adler et al. and Ruffolo et al. have six similar steps. They all include steps of identifying the problem, analyzing the problem, coming up with some solutions, evaluating the solutions, implementing the solution in action, and evaluating the outcome of the solution. Three approaches all give a useful procedure to solve a problem in group.
An understanding of the decision-making process is vital to successful school administration. Decision making skill is fundamental to management education (Bazerman, 1986; Huber, 1990). Effective Administrators need a systematic process to enhance the outcome however; there are many different ways to approach a decision making process along with problem solving methods. The Seven-Step Decision Making Process allows Administrators the opportunity to solve problems and make informed decisions that affect the day-to-day operation of their schools or district. The Seven-Step Decision Making Process can be used as a framework to clearly underst...
As Schermerhorn states in Management planning, organizing, leading, and controlling are the tools needed by managers to accomplish performance goals. It is crucial that managers be able to recognize and act upon problems or opportunities as they arise. Planning is perhaps the cornerstone of the four processes. All good processes were at some point given great detail so as to anticipate possible problems and solutions to those problems. When the Honda Motor Company decided it needed to refine its inventory they didn't just jump at the first idea that was proposed; they first set their objectives and discussed ways to meet those objectives. After giving careful consideration to processes and the streamlining of those processes human error rose as the top need for change. Sounds simple you might respond; in reality it is much more complicated.