Problems vs Symptoms

8/3/2019 Problems vs Symptoms

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ProblemSolving


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Problem Solving

}A problem is a condition that has

the potential to causeexceptional harm or produceexceptional benefit.

}Problem solving is the act ofresponding to problems so as to

suppress their harmful effects orcapitalize on the opportunity forbenefit.


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Decision Making and ProblemSolving

}A decision is the selection of a

strategy or action.}Decision making is the act of

selecting the strategy or actionthat the manager believes will

offer the best solution to theproblem


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Elements of a Problem SolvingProcess


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Key definitions

}desired state- what the system

should achieve.} current state- what the system

is now achieving.

}

solu

tionc

riterion- what it willtake to bring the current stateto the desired state.


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ProblemsVS

Symptoms


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Problems VS. Symptoms

}Problems

-Problems causes thesymptoms.

-A state of difficultythat needs to be resolved.

-A source of difficulty.


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}Symptoms

-Are produced by the

problems.-Anything that

accompanies X and isregarded as an indication

of X's existence.-Indications or

evidences.


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}When the problem iscorrected the symptoms will

cease, but not vice versa


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Problem Structure

1. Structured Problem

}Consists of elementsand relationshipsbetween elements, all

of which understoodby the problem solver.


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Problem Structure

2. Unstructured Problem

}Contains no elementsor relationships thatare understood by the

problem solver.


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Problem Structure

3. Semi-structured

Problem}Contains some

elements and

relationships that areunderstood by the

problem solver.


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Problem Structure


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The Systems Approach

}According to John

Dewey, a philosophyprofessor, there arethree series of

judgments involved in

adequately resolving acontroversy.


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1. Recognize the controversy2. Weigh alternative claims

3. Form a judgment


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}Dewey did not use the termsystems

approach, but he recognized thesequential nature of problemsolving:

-beginning with a problem,

-considering different ways to solve it,

-and finally selecting the solution thatappears best.


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} 1960s and 1970s

-Computer manufacturers,management scientists, andinformation specialists were allsearching for ways to use the

computer in solving the managersproblems systematically.


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}Systems approach

-A series of problem solving stepsthat ensure the problem is firstunderstood, alternative solutions areconsidered, and the selected solution

works.


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SystemsApproach

A series of steps


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Phase I: Preparation

}Step 1. View the firm as the system

}Step 2. Recognize the environmentsystem

}Step 3. Identify the firms subsystems


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Phase II: Definition Effort

}Step 4. Proceed from a system to a

subsystem level}Step 5. Analyze system parts in a

certain sequence


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Phase III: Solution Effort

} Step 6.Identify the alternative solutions

}

Step 7.Evaluate the alternative solutions} Step 8. Select the best solution

} Step 9.Implement the solution

} Step 10. Follow up to ensure that the

solution is effective

Decisions are made at each step ofthe definition and solution phases6


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PREPARATION EFFORT} Step One-View of the Firm as a System

The manager must view his/her firm as a

system and see how it fits the general systemsmodel.

} Step Two- Recognize the EnvironmentalSystem

The firms relationship to its environment is alsoimportant. The eight environmental elementsprovide an effective way ofpositioning thefirm as a systemin itsenvironment


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} Step Three- Identify the Firms Subsystems

The major subsystems of the firm can take severalforms.


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} Levels of management

The manager can also regard the levels of managementas subsystems. The subsystems have a superior-

subordinate relationship and are connected by bothinformation and decision flows. Top management makes

decisions that filter down through the organization. Thefirm creates the products and services on the lower

level, and information describing the activity flows up

through the organization. Seeing the firm in this mannermakes the information flows clearer.


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} Resource flows

The manager can also use resource flows as a basisfor dividing the firm into subsystems. The financearea specializes in the money flow, and the humanresources area specializes in the personnel flow.Some manufacturing firms have added a separatematerials management unit to handle the materialflow through the manufacturing and marketingfunctions.


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It consists of identifying a problem

to be solved and then

understanding it.

Definition

Effort


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The definition effort consists of two steps:1)Proceed from a system to a subsystem level

2) Analyze system parts in a certain sequence


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Step Four- Proceedfrom a Systemto a SubsystemLevel

As the manager seeks to understand the

problem, the analysis begins on the system for whichthe manager is responsible. The system can be the

firm or one of its units. The analysis then proceedsdown the system hierarchy, level by level.


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StepF

ive-A

nalyze

System

P

arts

in a C

ertain S

eque

nce

1. Evaluate standards

2. Compare system outputs with standards

3. Evaluate management4. Evaluate the information processor

5. Evaluate the inputs and input resources

6. Evaluate the transformation processes

7. Evaluate the output resources


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1.

Standards

4.InformationProcessor

3.

Management

6.

TransformationProcesses

Input

Resources

5.

Inputs.

2.

Outputs.

7.

OutputResources

Evaluate

standards

Compare

systemoutputs

with

standards

Evaluate

management

Evaluate

theinformation

processor

Evaluate the

inputs andinput

resources

Evaluate

thetransformati

onprocesses

Evaluate

the outputresources


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Solution Effort

It involves a consideration of

the feasible alternatives, aselection of the best one and its

implementation.


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Phase Three: SOLUTION EFFECT} Step Six- Identify Alternative Solutions

*brainstorming

*joint application s design (JAD)

} Step Seven- Evaluate the Alternative

Solutions

-All of the alternatives must be

evaluated using the same evaluation

criteria


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Phase Three: SOLUTION EFFECT

} Step Eight- Select the Best Solution-three ways that mangers go about

selecting the best alternative:

Analysis- a systematic evaluation ofoptions, considering their consequenceson the organizations goals. Judgment- the mental process of asingle manager.

Bargaining- negotiations betweenseveral mangers.


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Phase Three: SOLUTION EFFECT

}Step Nine- Implement the Solution

}Step Ten- Follow Up to Ensure That

the Solution is Effective


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REVIEW OF THE SYSTEMS APPROACH

Definition Effort4.Proceed from asystem to a subsystem

level subsystem level5. Analyze system parts

in a certain sequence

Solution Effort

6.Identify alternativesolutions

7.Evaluate the alternativesolutions

8. Select the best9.Implement the solution

10.Followup to ensuresolution is effective

1. Viewthe firmsas asystem

2. Recognize theenvironmentalsystem

3. Identify the firms

subsystems


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Thank You for Listening...!!!

Reporters:

Michelle S. AdvinculaRana Bernardes

Kim DejarescoPete GladysJason Horca

Howell Vergara

Problems vs Symptoms

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Transcript of Problems vs Symptoms