Reflection Paper

Topics: Problem solving, Risk, Decision making Pages: 6 (1885 words) Published: May 15, 2007
Scenario One Reflection Paper
University of Phoenix
MBA 500: Foundations of Problem-Based Learning
April 20, 2006

Scenario One Reflection Paper
Leadership is a process of identifying and realizing opportunities for selecting a critical decision. Using an effective problem-solving approach helps leaders to define the right problem in order to define the potential solution. The Spartan Team was required to review the USAuto-AutoMex scenario and determine the effectiveness of applying the 9-Step Problem-Solving Model to their situation of cross border negotiations. This paper will identify challenges, possible solutions and end-state goals for USAuto and AutoMex using the 9-Step Problem-Solving Model. Effectiveness of the 9-Step Problem-Solving Model

The 9-Steps Problem-Solving Model could be very effective on scanning the environment that leads to identifying the challenges and opportunities, managers can face in certain decision-making situations. According to Miles (2005), the decision-making process is a "process that involves taking a series of interrelated investigative steps and designing a plan to solve a problem or answer a need effectively in a manner that meets the needs and goals of the individual and the organization" (pp. 27-28). In the USAuto-AutoMex scenario, identifying the internal and external challenges helped to frame the right problems and determine end-state goals. A challenge for USAuto was the need to increase its market share and profitability, and reduce the cost of labor so as to reduce the final car cost. On the, other hand an end-state goal for AutoMex was to develop a comparative advantage in manufacturing and increase their technology capabilities. Identifying the goals can help define the alternatives for the possible solution. Another important step was to assemble a team of experts with appropriate specialized knowledge and skills in order to commence dialogue in order to begin outlining the nine steps. Using dialogue to listen to the stakeholders as well as engage the experts to understand the first tier alternatives that can lead to the second tier alternatives and help implement the solution. This step involves brainstorming the alternative solutions. The following questions have to be considered: What are some possible solutions? What are my assumptions and constraints? What are some best case solutions? Identify the alternatives and involve benchmarking to see if someone has already implemented an extraordinary solution for a similar problem. The 9-step problem-solving model was very effective in the USAuto-AutoMex situation because both companies were able to troubleshoot their concerns regarding the impending partnership. The Problem- Solving Model provides an approach to develop, analyze and assess the alternatives for the solution, throughout the process collecting the facts and information surrounding the problem. This process helped understand the situation well, frame the problem and define the right decision. The process also involves a set of questions, which help to reform the problems into opportunities, and engage other facts and information to accurately describe the situation. In the end all the involved information and facts can lead to a creative and valuable solution not only for the challenges in hand, but also the possibilities in the future. Challenges of the 9-Step Problem-Solving Model

Labor cost, Financial Stability and Bankruptcy are three of the challenges USAuto faces as their fate draws near. Labor cost is clearly a major blow against USAuto. As stated by Luis Alvarado, Chief Executive Officer (CEO) of AutoMex, in a letter to Linda Henderson, US Auto's Executive Vice President (EVP) " We also thank USAuto for recognizing the value of our highly efficient and inexpensive labor. We view that as a major resource. In fact, it is just as much a resource as the financial backing that USAuto supplied to develop the engine". Both, companies...

References: Arinaitwe, S. K. (2006, March). Factors constraining the growth and survival of small scale
Cambridge, 8, pp.167-179. Retrieved April 16, 2006, from the ProQuest database.
Hammond, J. S., Keeny, R. L., & Raiffa, H. (1999). Smart choices: A practical guide to making
better decisions
Kreitner, R., & Kinicki, A. (2004). Organizational Behavior (6th ed.).
New York: McGraw-Hill.
Mexico Consulting Group (2006). How we help you in doing business in mexico. Retrieved
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Miles, M. (2005). In decision-making, plan effective solutions. Tire Business, 23(17), pp. 22-23.
Retrieved April 14, 2006, from the EBSCOhost database
Thorpe, S. (2000). How to think like Einstein, Naperville, Illinois: Sourcebooks, Inc.
Hammond, J. S., Keeny, R. L., & Raiffa, H. (1999). Smart choices: A practical guide to making
better decisions
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