Problem Solving Process - Why Research Proposal

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Taking No Action - the costs of this approach weight far more than the benefits

Costs: immediate improvements are unlikely to occur; most of the hope for future advances lays in the responsibilities and capabilities of the Washington D.C. authorities; the problem might degenerate in the future

Benefits: it requires no additional investments and no risks; short-term operational efficiency and productivity will not be affected as a result of organizational changes

3. Acceptance of two lost hours due to heavy traffic - the losses are more numerous and significant than the gains

Costs: given that only 25 employees commute and they each book two lost hours per week due to traffic (and it is highly probable for them to use the two hours whether they need them or not), the company would lose 50 hours of work; internal tensions would occur and the morale of the employees who do not commute and do not get two free hours would significantly suffer; this would generate not only reduced operational efficiency, but also financial losses and would eventually come to affect the organization's health and stability

Benefits: the morale of the commuting employees would significantly increase; it is also possible for them to be more motivated to complete their tasks in reduced amounts of time, generating as such increases in operational efficiency

4. Telecommuting - similar costs and benefits, but the benefits seem to weigh more as they help the company take one step forward in adapting to the modern society

Costs: decentralization of organizational tasks; loss of some control; relies on the employees' sense of responsibility; not all positions can be attended through telework

Benefits: increased employee morale; full resolution to the problem of heavy traffic; cost reductions as the company will consume fewer resources to sustain the hosting of employees

5. Implementing Solutions

As a result of the previous analysis, one could conclude that the most adequate solution is the implementation of a flexible work schedule, combined, where possible, with telecommuting practices.

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The barriers in the implementation process could revolve the employees' reticence to change and the management's fear of a decentralized system and reduced control. The actual steps to be taken in the development and implementation of the flextime and telecommute schedule are succinctly presented below:

Conduct research in order to reveal the expected reactions - this could be achieved through surveys

Hire a firm specialized on management consultancy and request their analysis of the organization

Together with the consultants, identify and develop a plan suited for the tasks that could be completed through telecommuting

Develop programs of flexible time for those positions which cannot be telecommuted

Perfect the communications network through the purchase of advanced technologies that will allow phone calls, emails, teleconferences and other such features

Set the basis for clear discussions and open communications between employees and executives

Develop a clear control process that will asses the performances of the new decentralized system; identify shortage and propose solutions to overcoming the limitations.....

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