The three fundamental problem-solving steps include understanding the problem

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MGT 312T

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The Problem Solving Cycle

The three fundamental problem-solving steps include understanding the problem, finding strategies, and implementing them. Every single solution is geared towards a guaranteed return. Before engaging in problem-solving, a business like Arrow Furniture needs to identify the worth of putting resources towards finding a solution (Galley). Considering the description of the issue at Arrow Furniture, it is clear that there is an absolute need to put effort to correct the problems that continue to evolve.

Arrow Furniture has some given information which is given in general terms. There is a need to explain the unknown to create a better understanding of the problem in technical terms. Because the threat is imminent but has not yet materialized at least not on a large scale, the leadership at Arrow Furniture needs to understand what is the available information and what are the restrictions to respond to the problem. These restrictions include the timelines, how much resources the business can comfortably commit to dealing with the imminent threat pf competition. This information is what informs the strategies for dealing with these problems.

The strategies will revolve around finding other motivating factors beyond finances because it is clear Arrow Furniture does not have the liberty to increase its costs because of the need to reduce prices in response to the rising competition. One strategy may include offering financial incentives as recognition and reward for exemplary performance. The business may also create a system responsible for a motivated workforce where the strategy revolves around motivating individuals using a range of incentives specific to their needs. It is evident that many workers want job security, which can be used to take the pressure off the issues of financial incentives and support the reduction of labor costs.

The next step is implementing these strategies. Implementation involves performing operations such as doing the required calculations, documenting the records accurately for referencing. Arrow Furniture should also have periodic reasoning checks to ensure that the decision or reasoning is sound. The three problem-solving steps are more of a cycle, and with the evolution of problems, the decision-makers need to go back to understanding implementing more strategies and implementing them until the solution is found and the return is achieved.

Coaching employees

It is the role of managers to get the best out of their subordinates, and a coaching process is the best way to generate positive change. The process of coaching involves giving feedback, giving support and direction as well as asking open-ended questions. The coaching process is easy on paper, but it is such a challenge to implement it alongside all other demanding roles of a manager. But when a manager can effectively apply coaching into their style of management, the performance of employees starts to improve. The most effective coaching process is one that employs a combination of four steps beginning with goal setting, developing an action plan, finding ways to overcome obstacles, and assessing the progress before repeating the cycle all over (Ngunyen).

Setting goals involves identifying the need or desire, which entails what level of positive performance a manager expects from their employees. This then informs the action and steps to be taken or defining how one sees yourself achieving the desired result. The implementation of the action plan will, of course, be faced with unforeseen obstacles, and it is important to identify these obstacles. This step also involves defining the resources or support required to facilitate the implementation of the action plan. The last step is assessing the progress of the coaching cycle, which entails defining when to check these goals and evaluating the entire process to see what it took to accomplish it.

As mentioned, coaching overcomes costly performance problems as well as strengthen the skills of employees (McCarthy). The manager is able to delegate more roles to employees and allow the manager to focus on managerial responsibilities such as planning. Coaching is about enabling the workers to work smarter, which translates to better productivity. Coaching is also about mentorship, which means talent to replace a manager as they advance to a more advanced role is made available. Working closely with an employee and working to improve the skills of the employees is a motivating factor that helps improve retention. Coaching is also cost-effective as compared to formal training.

Works Cited

Galley, Mark. “Problem Solving – 3 Basic Steps.” Simple Effective Root Cause Analysis Techniques | The Root Blog, 27 Nov. 2017, blog.thinkreliability.com/problem-solving-three-basic-steps. Accessed 20 Jan. 2020.

McCarthy, Grace, and Julia Milner. “Managerial coaching: challenges, opportunities and training.” Journal of Management Development 32.7 (2013): 768-779.

Ngunyen, S. “The Benefits of Coaching Employees.” Workplace Psychology, 15 Aug. 2017, workplacepsychology.net/2010/08/28/the-benefits-of-coaching-employees/. Accessed 20 Jan. 2020.