Introduction
The definition and analysis of a problem, if properly performed, is half of the solution, as the actions are sufficiently effective if they are aimed at a particular target. The style, which is generally used in any company, depends on the business traditions of a company, and on the experience of its managers in solving various problems and defining the reasons for the problems.
This paper aims to analyze the problem identification of Wal-Mart organization and compare it with the style of the other organizations. Originally, there is a necessity to outline the pros and cons of these methods.
Wal-Mart
Originally, this is the largest retail industry in the world, and if problems occur, they often appear to be global. The way of identifying the problem is the following: the strategy of the organization presupposes the existence of particular aims and goals, directed for the further development and maintenance of the existing structure. If the goals are not achieved, and the requirements of the strategy are not met, it is regarded as a problem. The fact is that this technique is used by any organization, as it is universal and simple. However, it is impossible to resort to it, if the strategy and plan are absent. (Langdon, 2001)
Local problems are solved locally, and each regional department resorts to the way of solving problems that is closer by its origin to the problem, or manager’s experience. As for the organization in general, it should be stated that it chiefly practices the collective-participative problem-solution style. The essence of this style is collecting and discussing all the possible variants. The leader of a discussion is selected every time the discussion is arranged, and he is responsible for the order and taking of the final decision.
Originally, this style is close to brainstorming techniques, consequently, all the decisions are taken quickly. On the one hand, the rapidity of the process seriously violates the objectivity of the decision and the accuracy of the analysis. On the other hand, the organization of such scales has to take all the decisions immediately, to avoid serious consequences.
Sometimes the problems are forecasted, prevention is required instead of the solution. Surely, it is the best way of solving problems, nevertheless, forecasting requires a more accurate approach and analysis of the reasons and consequences.
Other Organizations
Other business and non-profit organizations also resort to the collective-participative method, however, lots also use the method which entails three components: Consultation, Objective Analysis, and Monitoring. Thus, consultation presupposes the comparison of the existing problem with the similar obstacles, which were faced by the company, or some other organization. Archives and reviews should be studied and outlined if some tendency is observed. Then, when the necessary and sufficient data is collected, the next phase starts. Objective analysis requires the adjustment of the scale and the set of indicators. Basing on the evaluation system the current position of the company should be identified, and the reasons, why the company is unable to move forward should be defined basing on the results of a consultation phase. Consequently, when the obstacles are defined, they can be easily eliminated, and progress may be estimated. (Langdon, Paul, 2006)
The final phase is monitoring. It requires thorough observation of the decision implementation process as well as the monitoring of the business environment and organizational performance to identify whether the solution was correct, and the problem was properly identified.
The advantages of this method are that it is more objective than brainstorming and more accurate in the context of analyzing the circumstances. Taking into consideration the fact that the preparation phase for solving the problem is essentially extended, there is a strong necessity to emphasize that the decision-making process is based on a wider database, consequently, the search of the reasons and the problems is essentially simplified.
The drawback of this method is covered in the notion that it requires too much time for performing the data collection and processing of the data for further objective analysis.
Process Description
To describe the problem in a manner, which is sensitive for the stakeholders, it should be explained to them, that their interests would be seriously affected. If the immediate actions are not undertaken, the consequences may be fatal. Surely, there is a strong necessity not to frighten them, but explain everything for they realized the danger of a delay or negligence. The perspectives of the stakeholders, if affected, may play an essential role in investment.
Conclusion
Finally, it should be emphasized that the problem identification and solution processes may be defined by several techniques, nevertheless, the essence of all the methods are outlined in two described styles. The fact is that Collective-participation and Consultation – Analysis – Monitoring are the two antipodes of problem-solving. The former is quick, and the latter is objective and accurate. Which one to use is up to the company’s management.
Reference
Elder, L., Paul, R. (2006) “Critical Thinking. Tools for taking charge of your learning and your life” Pearson Prentice Hall
Langdon, K. (2001) “Smart Decision Making” Capstone Publishing