BY DR.

ISAAC ZEB-OBIPI (CHIEF)

Department of Management, RSUST, PH.

1. INTRODUCTION
a)

This paper examines some strategies for exceptional:

Problem-solving, and b) Decision-making.

It sets out on the following assumptions: a) Notore Chemical Industry seeks to improve the problem-solving and decision-making skills of its managers. b) The direction of the desired improvement is to access the strategies for exceptional problem-solving and decision-making. c) Such strategies abound in the literature on managing organizations.
Consequently, the paper seeks to expose workshop participants to some of the relevant literature, employing this outlay: a) Introduction, b) Strategies for Problem-Solving, c) Strategies for Decision-Making, and d) Conclusion and Recommendations
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2. STRATEGIES FOR PROBLEM-SOLVING

A problem refers to something that is difficult to solve, a puzzle, or something perplexing. Problem-solving refers to finding solution to what seemed difficult to solve, resolving what seemed to be a puzzle, or removing the confusion and worry over

that that seemed perplexing. The ways and means through which a problem is solved constitute a problemsolving strategy; and a cursory look at the literature revealed some of such strategies to include: (i) Disney, (ii) Five-Whys, (iii) Problem-and-Solution, (iv) Out-of-theBox, (v) Detection-Prevention, (vi) Alternate-Solution, (vii) Problem-Table, (viii) Course-Pinpoint, (ix) Solution-Action, (x) Kegner-Tregoe, (xi) Hoenig Strategies (Ali et al, 2002; Heller, 2001; Heller and Hindle, 1998; Ultimate Business, 2002). For instance, Hoenig (Ultimate Business, 2002: pp. 338-339) proposes six essential skills-strategies- for problem-solving thus: i. Generate the mindset (the innovator) ii. Know the territory (the discoverer) iii. Build the relationship (the communicator) iv. Manage the journeys (the playmaker) v. Create the solutions (the creator) vi. Deliver the results (the performer)
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3. STRATEGIES FOR DECISION-MAKING

A decision is a judgment or choice between two or more alternatives. Decision-making is the process or activities involved in making a judgment or choice between a variety of alternatives. The skills or strategies employed in a decision-making process constitute the decision-making strategies which vary with the nature, type, purpose, organization, decision-maker, and setting of the decision to be made. Though a variety of such strategies exist, for our purpose here, the framework/categories of strategies for decision-making by Heller and Hindler (1998; pp. 151-214) serves as a good reference thus:
i. ii.

Analyzing Decision-Making- contents, styles, corporate culture, responsibility,

qualities.

Reaching A Decision- issues identification, others involvement, analytical

methods and models, ideas generation and validity assessment, development of creative thinking, information gathering and forecasting, minimizing risks and ensuring fail-safe, making the decision, and getting approval for a final decision.

iii.

Implementing A Decision- plan development, decision communication,

decision progress discussion and monitoring, overcoming objections, handling other peoples decisions, and building on decisions.
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4. CONCLUSION AND RECOMMENDATIONS

In this paper, we have discussed problem-solving and decision-making

strategies using two major analytical frameworks: (i) Hoenig (Ultimate Business, 2002: pp. 338-339) on problem-solving strategies and Heller and Hindler (1998; pp. 151-214) on decision-making strategies.
According to Hoenig, while technology is a primary tool, knowledge, a

strategic asset, it is problem-solving that is the paramount skill in this era of business; hence he proposed the six essential problem-solving practices that, though represent different problem-solving preferences or personalities, need to be well blended for any problem-solving to be complete and competitive.
For Heller and Hindler, decisions and decision-making are fundamental in

all management processes just as they are to everyday life; they are prompted by disturbances, opportunities, resource allocation, and negotiations; and, therefore, must be taken very seriously. So to the managers of Notore Chemical Industry, Onne, it is apt to recommend that you take heed employ the problem-solving and decisionmaking strategies discussed here as part of you managerial arsenal.
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REFERENCES
Ali, M. (2002); Successful Managers Handbook (ed), (London: Dorling Kindersley Limited).

Heller, R. (2001); Managing For Excellence (ed), (London: Dorling Kindersley Limited).
Heller, R. and Hindler, T. (1998); Essential Mangers Manual, (London: Dorling Kindersley Limited). Hoenig, C. (2002), Developing Exceptional Problem-solving Skills, Ultimate Business ,(London: Bloomsbury Publishing Plc); pp. 338-339

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