BACHELOR OF BUSINESS ADMINISTRATION WITH HONOURS

(BBA)

SEPTEMBER 2020

SBFS1103

THINKING SKILLS AND PROBLEM SOLVING

Contents
Case 1....................................................................................................................................................1

I
Part 1

The scenario in the case study seems to be very emotional and sensitive to me personally. As being a
son of a single mother with huge amounts of struggles and hardships, its never easy to survive in the
society. Apart from self-developing challenges and family issues, the pressure from the society is
highly impacted to a family. This case study shows a very good example of a pressure by the people
around been given to a single parent.

The partner just passed away, and there's a rumour that the company could be downsized. Single
parenthood accompanies an extraordinary arrangement of passionate challenges that can now and
then feel daunting and are better appreciated by the ladies who share them. Endless different
mothers focus on the same problems, from self-assurance and nervousness over cash, to concern
about making decisions on their own, and they have invented some creative arrangements that
might work for you as well.

Downsizing a company is never a lovely way to go. Everyone in the company is affected here and
there as the organization decides to cut down its number of employees. Besides making joblessness
for a couple, it also creates reconstruction and a gap in responsibilities for other people.
Entrepreneurs frequently plan to scale back after a lot of thinking. Scaling back is usually performed
in cases where the company is making huge changes to either building corporate esteem or killing
overabundance costs.

In my view, I deny the grounds and statements that they are transparent on the actual conditions
facing the association and the possible effects on the workers. Representatives need to know the
truth, and they need to hear it from the authorised personnel in the organisation. In independent
projects, staff regularly feel that a company is in a poor situation. Imagining things are perfect is only
going to hurt the pion's validity.

The organisation should provide frequent reports at least every four to a month and a half, including
surveys of year-over-year earnings, net salary, new company methodology, and potential
expectations. The management should welcome staff to make enquiries and discuss questions.
Enable them to discern surplus jobs, squandered exercises and increased expense structures, which
would boost proficiency and decrease costs. Individuals that knows what's going on in the company
should be part of the arrangement. Past that once individuals know that their employer has
managed to make use of multiple options to protect occupations and needed to make use of cutting
down if anything else fails, that would make it possible for them to agonize.

Inconjuction to the scenario above, we can relate six-step conceptions of problem solving by
Hayes(1981) to solve the problem. The Six-Step approach offers a centered problem-solving (PS)
community protocol. It maintains continuity, since everyone knows the strategy to be taken. By
using evidence, it tends to remove bias and preconceptions, contributing to greater objectivity. It
helps to eliminate divisions and promotes teamwork (Books, 2020). The first step is to define the
problem. Phase One is about the diagnosis of the problem, the context, the history and the signs of
the problem. When the organization has a good idea of what the problem is, they will explore the
larger symptoms in order to uncover the implications of the problem, who it affects, and how
urgent/important it is to fix the symptoms. Stage one is linked to the diagnosis of the issue the
unique circumstance, the basis and the side effects of the issue. The main problem defined in the
case study is the company being downsizing & the spouse has just passed away due to a motor-road
accident.

1
The second step is determining root cause of the problem. When each of the side effects is
identified and the issue examined and the underlying concept is concurred, Problem Solving gathers
to examine what caused the issue. There are few underlying roots cause the problem occurs in the
scenario. Firstly, the the lost of business might be true interms of fewer salesmen, or maybe lesser
productivity of the organisation due to poor performance of R&D Department. This only applies to
the scene where the rumour is true. Bubt incase the rumour and pressure being spread is false, it
could be root out from unhappy employee of the single parent’s work performance or jealousy
issue. Secondly, this rumour might burst out because of employee’s poor product knowledge of the
company and the company performances. Due to it, they accept the fact company being downsized
easily compared to positive thinking.

The third step is developing alternative solution. Science, creative critical thought is related to the
development of several arrangements, not just one. Often the clearest solution to this dilemma is
not the correct answer. The problem solving assembles centres around seeking the same amount of
answers to the question, no matter how breath-taking they might be. At this point, it is not a matter
of seeking a cure, but of avoiding alternatives that will be less successful in coping with both the
symptoms and the root cause (K, 2019). In this scenario there are several solutions to be taken,
firstly, organisation should be responsible to share company’s well-being to the employees, secondly
the organosation should create a trustworthy bonding within employee-employer and employee-
employee and thirdly the victim should open up with the authority on her doubt.

The fourth step is to select a solution. This step evaluates all the selected, possible arrangements
and limit them to one. This progression refers to the main investigations. Company’s cutting down is
not for the most part, but it’s a one-time opportunity for general relations. Effort to listen in and
learn from the bosses, survivors, customers, and others with the overall aim of enhancing processes
and outcomes wherever possible. Firms that cut specialists without changing business forms, with
the aim of becoming more effective, basically take a similar measure of work and load it on fewer
workers. Burnout and tension are the normal side-effects of this approach, which does little to
resolve the more important problems facing by a business and most opportunists know that.

The fifth step is implementing the solution. Implementation requires acting on the solution chosen.
You will face greater challenges during this phase. Especially if the detection or formulating of the
original issue has not been carried out in detail (Halabi, 2017). One of the solution to be
implemented is using temporary sacking. Clearly saying, as if company aiming for a cost-effective
method, then they might offer temporary sackings where employees will be away from company for
a period. This period is the company’s reframing opportunity. Second solution is freezing hiring.
Hiring a new candidate will cause more time and energy to train them and teach them the work style
in that case, company rather keep the current and senior employees to maintain the work quality.
Third solution is, rather than sacking with holiday or freezing hiring, companies could delay or even
delete incentives for a period until the organisation rebuild.

Finally, the sixth step is evaluating the outcome. The task of carrying out the meeting can now be
followed in order to ensure that their ideas are pursued. The structured implementation
administration process ensures that the leaders fulfill the organizational goals that can be
investigated at all times. Incorporate annual goals, execution assessments and a structure for
recruiting and coaching representatives. HR will help directors have a decisive effect on the
engagement and effectiveness of staff. Deal with managers to set up a structured compensation
organization: an annual survey process, a pay analysis process, and an incident review process.

2
As a final and revolutionary measure, ensure that directors know the regions and the dates on which
they rely. Take a long view to allow chiefs to create a domain that both perceives and rewards
representative execution, and to build a deep culture of staff dedication.

Moving out from the problem-solving methods, let discuss on solution to the problems. Firstly, the
victim should involve early and regularly with members on the state of the organization and its
impact on the main issue. Awful news is never meant to come as a shock. Jobs are astute and
perceptive as the way of life changes easily to quiet down entryway parties, whispered exchanges in
the foyers, and looks of worry and tension thrive. Be straight and talk to the staff early. Urge
members to investigate and address questions in open forums and to have one-on-one meetings
with them. You're not going to have all of the correct solutions, and it's okay to show it to them. Give
the data that you will exchange in order to retain their trust.

Secondly, continue to prepare thus conveying terrible news. Give the leaders a chance to trust each
other. Be sure you have plans or an action plan. In a dialog on the automated separation of the
worker, propose the administration of the outplacement company. Companies should have agents
on-site and available to speak to members either in a conference environment or in one-on-one
meetings before a real downscaling, because staff realize that a downscaling is about to happen. This
conference should be made open to all staff. It evacuates a large part of the stress, misery, and
dread of the continuing search of jobs for certain employees. The day on which the worker is told of
his or her partition, the knowledge that the tutor or agent of the vocation should be made available
to the representative in his or her packets. Note that the horrible news without any plans leaves the
worker without any hopes.

Lastly, upon the influx of the scaling down, chat to the others and some extra outsiders. Pre-plan a
collective meeting of remaining members to take place shortly after the size has been scaled down.
Speak about what happened to some of the employees, reiterate the company explanations behind
this activity. Be transparent, legitimate and empathetic. Support open, equal and persistent
discussion. Your actions and how this meeting are guided when you express bad news will have a
good impact, and the dialog can branch out to many outside leaders, customers, and speculators.

3
PART 2