Problem

Examples of Problem in the following topics:

• Problem-Solving

• Types of Decisions

  • Three approaches to decision making are avoiding, problem solving and problem seeking.
  • Accordingly, three decision-making processes are known as avoiding, problem solving, and problem seeking.
  • Problem solving requires problem definition, information analysis and evaluation, and alternative selection.
  • On occasion, the process of problem solving brings the focus or scope of the problem itself into question.
  • Differentiate between the three primary decision-making approaches: avoiding, problem solving, and problem seeking

• Problem Solving

  • The human mind is a problem-solving machine.
  • There are considered to be two major domains in problem solving: mathematical problem solving, which involves problems capable of being represented by symbols, and personal problem solving, where some difficulty or barrier is encountered.
  • A famous example of this barrier to problem solving is the dot problem.
  • Divide and conquer: breaking down a large, complex problem into smaller, solvable problems.
  • Reduction: transforming the problem into another problem for which solutions exist.

• The Systems Viewpoint

  • When problem-solving, advocates of systems thinking must consider specific problems within an overall system rather than reacting to specific issues or specific outcomes.
  • In this type of fragmented thinking, problems are addressed without considering the context, environment, or the impact of similar problems.
  • This helps managers get an accurate understanding of the problem and facilitates a superior response to the problem.
  • This helps managers get an accurate understanding of the problem and facilitates a superior response to the problem.
  • Focus on the interaction of isolated problems with one another: just as separate gears work with each other, problems in one area can effect other areas in a system as well.

• A General Approach

  • Basic problem-solving techniques can aid in the solution of problems involving motion (i.e., the laws of motion).
  • Your approach to problem solving can involve several key steps.
  • First, gather all relevant information from the problem.
  • This "judgement" step helps intuit the problem in terms of its conceptual meaning.
  • In time, the basics of problem solving can become relatively automatic.

• Taking Corrective Action

  • Taking corrective action requires identifying the problem and implementing a potential solution.
  • One key aspect of taking corrective action is problem-solving.
  • This problem-solving process is the central consideration for effective corrective action.
  • Step one in the problem-solving process is identifying the problem, which can be hard to distinguish from symptoms of the problem: it can be easy to mistake repercussions of a problem for the problem itself.
  • Organizations may decide to discuss a problem and potential solutions with stakeholders.

• Defining Objectives and Formulating Problems

  • Defining the problem and research objectives is the first step involved in the marketing research process.
  • Define the problem and research objectives.
  • The first step in any marketing research study is to define the problem , while taking into account the purpose of the study, the relevant background information, what information is needed, and how it will be used in decision making.
  • The first stage of the marketing research process involves defining the problem.
  • Outline objectives and problems as part of the marketing research process

• Some Exercises

  • If you understand the previous discussion of reactions useful in synthesis you should try the following problems.
  • Analyze each problem carefully, and try to learn from it.
  • The following problems ask you to devise a synthesis for a given target molecule.
  • The third problem leaves the choice of materials open.
  • The fourth problem must be solved by using diethyl succinate as the only reagent.

• The role of the manager

  • According to lean-thinking advocate Jim Womack, the manager's role in lean thinking is to eagerly embrace the role of problem-solver.
  • Instead, the role of the higher-level manager is to help the lower-level manager tackle problems through delegation and dialogue by involving everyone involved with the problem.
  • The lean law of organizational life is that problems can only be solved where they exist, in conversation with the people whose actions are contributing to the problem (which requires support, encouragement and relentless pressure from the higher lean manager).
  • Lastly, the lean manager knows that no problem is solved forever.
  • New things generally introduce more problems – which is necessary to enable probing minds to continue the perfection process.

• Instructional Models and Applications

  • There is no single method for designing problem-based inquiry learning environments.
  • Various techniques have been used to generate the problem and stimulate learning.
  • Three instructional models that implement problem-based inquiry will be discussed next with particular attention to instructional strategies and practical examples.