Problem Formulation and Identification
Problem Formulation and Identification MGT/350 December 13, 2010
Problem Formulation and Identification Complications are part of the decision-making process and vary from organization to organization. Our team intends to investigate and observe the decision-making process that is most prevalent in their organization. We will do this by comparing and contrasting the problem identification and formulation styles in the organizations. Last we will discuss the strengths and weaknesses of each style as well as the most favorable aspects of each style. Team Organizations Hector’s organizations decision-making process uses a tool called POAM (Plan of action and Milestone). Internal and External stakeholders gather in meetings and discuss plans, actions, time constraints, and execution methods. Internal stakeholders include superintendents from various codes (departments) like Production, Nuclear, Planning, Manpower, and Training. Planning involves meetings, strategies, and logistics. Upper management dictates actions by laying out deadlines, Availabilities, Processes, Rules and regulations, Instructions, Lessons learned from past projects, and Priorities. The Milestone is how we remind our people to uphold integrity, customer service, Quality, professionalism and our mission, which is "We Fix Ships". Felita’s organizations decision-making process uses a process that goes from the situation, options, choose, act, and evaluate. The internal stakeholders like the managers, their managers, and the executives meet and discuss what internal and external stakeholders’ desire for one another. The topics of discussion are making more profit, what the organization and the customers need, and how to make plans happen. Planning may be done by the groups of management, but the executives make the final decisions on what actions will be taken and how they will be. Dionne’s organizations decision-making
Problem Formulation and Identification Complications are part of the decision-making process and vary from organization to organization. Our team intends to investigate and observe the decision-making process that is most prevalent in their organization. We will do this by comparing and contrasting the problem identification and formulation styles in the organizations. Last we will discuss the strengths and weaknesses of each style as well as the most favorable aspects of each style. Team Organizations Hector’s organizations decision-making process uses a tool called POAM (Plan of action and Milestone). Internal and External stakeholders gather in meetings and discuss plans, actions, time constraints, and execution methods. Internal stakeholders include superintendents from various codes (departments) like Production, Nuclear, Planning, Manpower, and Training. Planning involves meetings, strategies, and logistics. Upper management dictates actions by laying out deadlines, Availabilities, Processes, Rules and regulations, Instructions, Lessons learned from past projects, and Priorities. The Milestone is how we remind our people to uphold integrity, customer service, Quality, professionalism and our mission, which is "We Fix Ships". Felita’s organizations decision-making process uses a process that goes from the situation, options, choose, act, and evaluate. The internal stakeholders like the managers, their managers, and the executives meet and discuss what internal and external stakeholders’ desire for one another. The topics of discussion are making more profit, what the organization and the customers need, and how to make plans happen. Planning may be done by the groups of management, but the executives make the final decisions on what actions will be taken and how they will be. Dionne’s organizations decision-making