Define the problem

Define the problem - all indicate that something is wrong...

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Define the problem The decision-making process begins when a manager identifies the real problem. The accurate  definition of the problem affects all the steps that follow; if the problem is inaccurately defined, every  step in the decision-making process will be based on an incorrect starting point. One way that a  manager can help determine the true problem in a situation is by identifying the problem separately  from its symptoms. The most obviously troubling situations found in an organization can usually be identified as  symptoms of underlying problems. (See Table 1  for some examples of symptoms.) These symptoms 
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Unformatted text preview: all indicate that something is wrong with an organization, but they don't identify root causes. A successful manager doesn't just attack symptoms; he works to uncover the factors that cause these symptoms. TABLE 1 Symptoms and Their Real Causes Symptoms Underlying Problem Low profits and/or declining sales Poor market research High costs Poor design process; poorly trained employees Low morale Lack of communication between management and subordinates High employee turnover Rate of pay too low; job design not suitable High rate of absenteeism Employees believe that they are not valued...
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Define the problem - all indicate that something is wrong...

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