PSC495Week4.xlsx

Solutions Design Matrix

Problem Solutions Matrix

Directions: You will use this matrix to record previous attempts to address the problem and proposed problem solutions. Complete the columns on the matrix as directed. For the “Previous Problem Solution/Proposed Problem Solution” column, include a detailed description of the solution, including the source of the solution. In the case of a previous solution, the source could be a manager interview, while the source for a proposed solution could be a link to an online reference article or resource. All other columns must rank the specified element as it relates to the solution using a 1, 3, or 5, with 5 being the highest ranking. Note that the “Customer Importance” column is weighted at twice the value of the other categories, since the impact of a solution on customers if of utmost importance. For example, if the solution was very important to the customer experience, it would earn a 5. If that same solution was only a 1 in efficiency and quality, then a 1 would be used in those two columns. If employees were somewhat satisfied with the solution and it was in the middle in terms of cost-effectiveness, then both of those columns would be ranked as a 3. When calculated, the overall solution score would be 18. This number could then be used to compare the solution to other solutions as a means of determining whether or not it should receive further consideration for implementation as a problem-solving strategy.

Customer Importance Efficiency Quality Employee Satisfaction Cost-Effectiveness Solutions Score

Previous Problem Solution Rank each item as a 1, 3, or 5, with 5 as highest ranking. Note: Customer Importance is weighted more heavily than other categories.

The majority of administrators are not proficient in teaching. Thus, few are prepared to deal with employees’ working hours, expectations, and open communication. Since the management has not engaged in the workers to ensure employee well-being, they have to recognize that there is a tough problem to deal with. 4 2 4 3 1 18

Employees fear they are not being appreciated because the organization no longer compensates or believes in them, and the information exchange has deteriorated. It communicates simply and often. Few of us consider work accomplishment to be an assessment of their ability to do the jobs they are given. It is shown that among most people who leave their jobs, the idea of loss of further respect is the most prominent. Also, it is important to show a willingness to put in the effort. 2 5 3 4 2 18

There is an increase in operations workload, which leads to employees becoming overworked, and as a result, most of them have left their jobs. 3 3 5 3 1 18

Employees believe like they are not allowed to learn and develop creatively and as a result, they are not eligible for bonuses to improve their qualifications, so their experience will still lag behind their professional salary. 4 2 2 5 1 18

Another issue was how quickly employees were losing their jobs. They needed to relocate, and so a large number decided to leave. For most people in the company, it is tiring and stressful because they are burdened with plenty of jobs, not the least of them. If an employee turnover rate is high, either the employees are dissatisfied with the business or need new challenges. Perhaps they are tired of working long hours and feel as if they are being underpaid, whether overlooked or believe there are no job or business prospects due to poor organizational culture. 2 3 3 3 5 18

Proposed Problem Solution Rank each item as a 1, 3, or 5, with 5 as highest ranking. Note: Customer Importance is weighted more heavily than other categories.

Encouragement is a key ingredient of accomplishment in the workplace (Al Mamun & Hasan, 2017). When their efforts are recognized and appreciated, workers feel more motivated. In order to strengthen the leadership’s leadership position, executives should take the role of cheerleaders for their staff. In the process of pursuing a target, vast amounts of energy are required. They have to be applauded every step of the way. A manager should reward accomplishments. Diverse performance should be appreciated in several different ways—a slap on the back, a heartfelt note of thanks, a token of gratitude, or a nice bonus. It’s a very critical part of the equation: workers would have the same sense of worth if the compensation is equal to the outcome or greater. When the compensation is very large, a job well done is hardly recognized. 3 3 3 3 3 18

The workload should be broken according to capability. The first one needs to define the project schedule so that each team member gets to contribute their greatest possible amount of work. For greater efficiency and project management, split larger tasks into smaller pieces. For projects in real-time, one can see just what the team members are working on and their rate of progress. One way to recognize a projects’ vital route and to be sure it is finished on schedule and the budget is to determine the things that may be completed by tackling key milestones early on a month or two ahead of time. So, the management lets the workload get out of hand, and then the management identifies the dependencies. When a project comes up, it’s usually easy to identify top performers for the role; but the system will overload and severely underutilize the others. As a result, no one else gains expertise or trust concerning working on any projects outside the scope of the best performers. 2 2 3 3 3 15

Companies don’t only hire capable employees, and they use systems that have a high impact. They go through a meticulous preparation and design process to select and place them in an effective learning and growth pipeline. Following these measures will allow the management to ensure that the training schedule is specific to the company’s needs. There is a great need for educational programs to be established to overcome this challenge. Successful educational systems rely on multilayered, sequential practices to lead to greater long-term gains. A balanced strategy ensures the program is directed at the key person and serves the target customer. To get the most out of the investment, combine instruction and practice. 3 4 4 2 3 19

Though honesty and direct communication are critical factors in the outcome, creativity often plays a critical role. Learn as much as the management can about the situation and discuss it with others. 1 5 3 3 5 18

Furthermore, let individuals be themselves. At times, feelings of frustration and/injuries are mixed. Fourthly, identify the problem. The managers should first talk one-on-one with their staff to try to learn what has happened. Often, discern the fundamental need. Conflict settlement is not to discover who is right or who is wrong. Directing the attention toward what a person might want, rather than what the management want, is valuable leverage in generating win/win decisions. In order to meet customer demands, it is important to figure out why customers ask for solutions. 3 4 4 3 1 18