Problem Solving
PROBLEM-SOLVING ASSIGNMENT As an executive, you are confronted constantly with a sometimes dizzying variety of problems. Obviously, there are no all-purpose solutions. But there is a five-step procedure that will be your most reliable tool for analyzing all the facets of the problem and revealing your best course of action. The steps below are designed to help you avoid the common pitfalls inherent in problem-solving. According to an Executive?s Workshop manual: The five-step procedure you have learned may be used in almost any situation. The following case study was selected to illustrate the diversity of problems which may be solved using this method. This case concerns promotion from within. There?s no greater morale booster. In fact, no organization can hope to hold its best employees unless it follow this procedure wherever possible. But sometimes it results in an employee being promoted too rapidly. What do you do when you find you?ve advanced a top prospect too soon? BACKGROUND You are vice president in charge of sales for a high-fashion jewelry manufacturer headquartered in New England. Your national sales organization is divided into four regions, each headed by a regional manager. They each have 10 to 12 salespeople under their direction. A few years ago, you created the post of assistant regional manager. You made this move for two reasons. First, you wanted to relieve the manager of some of the administrative and training duties. It had grown to be more than one person could efficiently handle. But you also planned to use this job as a training ground for future regional managers. The assistant’s duties include working with salespeople and sales trainees and calling on major accounts. You’ve always selected assistants, therefore, on the basis of sales, administrative and leadership abilities. When your assistant manager program was started you had no difficulty in finding four qualified people. But the resignation of one assistant and the retirement of two regional managers thinned out your ranks of qualified employees. This shortage became acute when the Chicago regional manager retired and his assistant, Phyllis Devins, became manager. You and Devins agreed that there wasn’t a salesperson in her territory qualified to take over as assistant manager. Devins suggested that you go outside the company to find a qualified person, but you reminded her of the company’s "promotion from within" policy. You offered the job to June Stevens, a nine-year sales veteran in the New England area. Stevens turned the job down because she did not want to leave Massachusetts. Finally, you asked your other three regional managers to submit the names of possible candidates for the job. The regional manager in Houston sent in a glowing report on Paul Black, who has been with the company for three years. As a trainee working in New England, Black was one of the best prospects you ever had. You were confident that he would become a successful salesman and he did. He led the Southwest in sales last year and he is well on his way to another record year. Black’s sales manager rated him superior in selling techniques and in ability to handle customers. But he is not sure how well Black can handle administrative and training duties. You arranged to have Black spend two weeks in the Chicago office. Devins took an immediate liking to him and asked to have him for her assistant. Within the month, Black was working in his new assignment. THE PROBLEM The first few reports on Black’s progress were excellent. Devins did note a certain amount of apparent resentment on the part of several of the trainees and salespeople, but, since Black had been promoted over them, you both thought this was only normal. The last two reports on Black have not been so complimentary, however. The trainees were not learning as well as they should and the sales staff performance has taken a drastic dive. Then, Devins calls to tell you that one of the largest jewelers in Chicago has dropped your line because of what was termed "high-pressure" techniques. Use the attached FIVE STEPS TO PROBLEM-SOLVING as a guide to answer the problem. Your answer should include all five steps

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