WK4 Assignment

The purpose of this assignment is to review the root causes of the problem and all of the previously tried and new solutions you researched to address the problem. From that information, potential solutions should be ranked based upon how well they meet the needs of the business and address the identified problem. Once this process is completed, the best solution for solving the problem within your organization can be selected.

Complete the “Problem Solutions Matrix” spreadsheet using data and information you collected through research and completion of the Stakeholder Analysis in Topics 2 and 3. Select the top three solutions for addressing the problem within your organization. Be sure to consider the “Solutions Score” column number when selecting the top three solutions. Additionally, you must also consider the timeline for implementation, costs and benefits to key stakeholders and the greater good, potential roadblocks to implementation, and how you will measure and validate whether or not a solution is successful in addressing the problem. All of this must be considered prior to selecting your final solution.

This information will be used as part of the Business Proposal Presentation in Topic 7 and the Final Business Proposal you submit in Topic 8.

Complete the “Problem Solutions Matrix” spreadsheet according to the directions and submit it to your instructor.

Solutions Design Matrix

/

” 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 “

” 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

Previous Problem Solution

0
0
0

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.

0
0
0
0
0
0
0
0

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 “ Save Time On Research and Writing Hire a Pro to Write You a 100% Plagiarism-Free Paper. Get My Paper

Previous Problem Solution

Proposed Problem Solution

Customer Importance

Efficiency

Quality

Employee Satisfaction

Cost-Effectiveness

Solutions Score

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

0

Stakeholder Template

Stakeholder Analysis

Directions: To conduct the stakeholder analysis, begin by identifying individuals and groups that are affected by, have influence over, or have an interest in solving the problem you are attempting to address in the organization. List titles and groups in the specified column. Do not list names of specific individuals. Next, describe the role of each individual/group using the corresponding column. It is important to determine whether or not the individual/group has a

negative

(

–

), indifferent (

0

),

positive

(

+

) or very positive (+) predisposition about the problem, and this should be noted in the corresponding column. Next, determine the individual/group level of influence and support using the “

Current-State Matrix

” terminology from the corresponding tab. Examine the remaining columns and use the research you have conducted to make notes about anticipated reaction and issues, motivation, driver, expectations of exchange, when the stakeholder needs to be involved in the change effort, stakeholder management activities, who delivers, when due, and status columns.

` Title or Group Role Predisposition Support Influence Anticipated Reaction and Issues Motivation, Drivers, Expectations of Exchange When does this stakeholder need to be involved in the change effort? Stakeholder Management Activities Who Delivers When Due Status – 0 +

++

Support
Clients Purchase goods and services/offer market Negative

Negative

Market availability High quality goods and services Marketing of the goods Offer market for goods customers Merchandising of the goods High influence

positive
Employees Provide workforce

Negative Negative

Low motivation and demoralization Better renumeration and working conditions Manufacturing of goods Provide Workforce Personnel

Manufacturing of goods

Average influence unsure Federal Authority Provide standards and regulations Neutral

Negative

Offer consumer protection High quality goods and services to customers/citizens Throughout during company operations Oversee compliance to federal standards and regulations Government agents Establishment of the company

High influence

neutral Shareholders Provide funds for business operations

Negative Negative

Failure to fully compensate personnel and failure to involve employees in key decisions making processes. Financial gain through profits During major board meeting regarding key financial commitments Managing funds Shareholders/chairperson of the company board

Manufacturing of goods High influence negative
Local community Provide local enviromental collaboration

Negative Negative

Gain for the community and enviroment friendly operations Greater relations with local community manufacturing and Marketing of the goods Eviromental impact assesement

Local community

Duration of operation in the area Little influence Open Text Predisposition Sum

– 0 + ++

Pulldown

Pulldown Open Text Open Text Open Text Open Text Open Text Open Text Open Text
0 0 0 0

Current-State Matrix

INFLUENCE	Negative Support/High Influence (Commit)	Positive Support/High Influence (Leverage)
Negative Support/Moderate Influence (Invest)	Positive Support/Moderate Influence (Plan)
Negative Support/Low Influence (Marginalize)	Positive Support/Low Influence (Maintain)
SUPPORT

2

>Graphs Q

3

D.

Input in decsion making No

t satisfied 13 Satisfied

2
Q3D.

Chance for professional development

Not satisfied 13

Satisfied

2

Q

4

. Supportive enviornment Yes

4
No 8 Not sure

3
Q

5

. Friendly enviroment Yes 3
No

7 Not sure 5

Solutions

1.) Enhancing the terms and conditions of service at the job place and make them more friendly. 99 2.) Improving on remuneration and pay. 100 3.) Inclusion of employees in corporate decision making. 70 4.) Creating an environment that enhances employee professional development and growth. 80 5.) Improving the working environment and making it more friendly. 90

dissatisfied very satisfied not sure very dissatisfied 6 2 2 5 dissatisfied very satisfied not sure very dissatisfied 5 3 2 5 Not satisfied satisfied 12 13 Not satisfied satisfied 9 6 Not satisfied satisfied 9 6 Not satisfied satisfied 13 2 Not satisfied satisfied 13 2 Yes no not sure 4 8 3 Yes no not sure 3 7 5

Data Collection

2=not sure
5=very dissatisfied

This research was conducted among 15 respondents chosen randomly form the 18 employees and the results were as follows.
Out of the 33 Quantitative results
Q.1 6 were dissatisfied
2 =very satisfied
	2=not sure
	5=very dissatisfied
Q2. 5 were dissatisfied
3 =very satisfied
Q3 a.) Not satisfied with salary =12
Satisfied=3
b.) Not satisfied with amount of annual leave =9
Satisfied=6
c.) Not satisfied with flexibility =9
Satisfied=6
d.) Not satisfied with input in decision making =13
Satisfied =2
e.) Not satisfied with chance for professional development =11
Satisfied =4
Q.4 Yes=4
No=8
Not sure=3
Q.5) Yes=3
No=7
Not sure=5

Questionnaire

Satisfied

Satisfied
Very satisfied

Not sure

Dissatisfied
Very dissatisfied

Dissatisfied Satisfied

Chance for professional development
Yes
No

Not sure

Yes
No
Not sure

Staff Satisfaction Questionnaire
1.      Generally how dissatisfied or satisfied do you feel about your job post? Are you?
	Very satisfied
Not sure
		Dissatisfied
	Very dissatisfied
2.      Generally how dissatisfied or satisfied do you feel about the terms and conditions in your job? Are you?
3.      How dissatisfied or satisfied are you with the following?
Please tick appropriate box.
Neither Satisfied or Dissatisfied
Amount of annual leave
Employment security
Working hours or flexibility
Your input in decision making in the organization
4.      Is the organization a supportive environment to work?
5.      Is the organization a friendly environment to work?

Solutions

Solutions

1.) Enhancing the terms and conditions of service at the job place and make them more friendly (99 percent believes this will work)

2.) Improving on remuneration and pay (100 percent believes this will work).

3.) Inclusion of employees in corporate decision making (70 percent believes this will work).

4.) Creating an environment that enhances employee professional development and growth (80 percent believes this will work).

5.) Improving the working environment and making it more friendly (90 percent believes this will work).

References

References

Mowday, R. T., Porter, L. W., & Steers, R. M. (2013). Employee—organization linkages: The psychology of commitment, absenteeism, and turnover. Academic press.

Sexton, R. S., McMurtrey, S., Michalopoulos, J. O., & Smith, A. M. (2005). Employee turnover: a neural network solution. Computers & Operations Research, 32(10), 2635-2651.

Jovanovic, B. (1979). Job matching and the theory of turnover. Journal of political economy, 87(5, Part 1), 972-990.