Problem Solving Scoring Guide

Problem Solving Scoring Guide

Describe an organizational communication problem. Does not identify an organizational communication problem. Identifies an organizational communication problem. Describes an organizational communication problem. Describes an organizational communication problem and how it might negatively impact an organization.

Explain a decision- making model. Does not explain a decision- making model. Explains a decision- making model but omits important elements. Explains a decision-making model. Explains a decision-making model in comparison to another decision-making model.

Describe a solution to an organizational communication problem using a decision-making model. Does not describe a solution to an organizational communication problem. Describes a solution to an organizational communication problem but does not apply a decision-making model to arrive at the solution. Describes a solution or solutions to an organizational communication problem using a decision-making model. Describes a solution or solutions to an organizational communication problem using a decision-making model and assesses the difficulty of implementing suggested solutions.

Justify how recommended solutions address a communication problem. Does not justify how recommended solutions address a communication problem. Provides rationale for how recommended solutions address a communication problem, but the relationship or significance is unclear. Justifies how recommended solutions address a communication problem. Justifies how recommended solutions address a communication problem and how they could provide value to the organization.

Write clearly to convey the intended content and follow APA rules for attributing sources. Writing does not clearly convey the intended content or does not follow APA rules for attributing sources. Writing conveys the intended content and follows APA rules for attributing sources, but is inconsistent in terms of clarity and organization. Writes clearly to convey the intended content and follow APA rules for attributing sources. Writing conveys the intended content, is consistently clear and well-organized, and follows APA rules for attributing sources.

Paper For Above instruction

Organizational communication is vital for the effective functioning of a business or institution. Failures in communication can lead to misunderstandings, decreased productivity, and even organizational failure. In a recent scenario at a mid-sized technology firm, poor communication between the product development and marketing teams resulted in delayed product launches and misaligned promotional strategies, ultimately affecting customer satisfaction and revenue. This example highlights how organizational communication problems can negatively impact a company’s performance.

A decision-making model provides a structured approach to analyzing problems and evaluating potential solutions. One widely used model is the Rational Decision-Making Model, which involves identifying the problem, generating alternative solutions, evaluating these alternatives, and selecting the best course of action (Simon, 1960). This model emphasizes logical analysis and systematic evaluation, aiming to minimize biases and maximize objective outcomes. Alternatively, the Incremental Model offers a more gradual approach, emphasizing small, manageable changes over time, which can be beneficial for complex organizational issues where the full scope of the problem is not immediately clear (Lindblom, 1959).

In addressing organizational communication problems, applying a decision-making model ensures that solutions are thoughtful and strategic. For example, in the case of the technology firm, employing the Rational Decision-Making Model could involve gathering data on communication breakdowns, consulting with affected departments, and evaluating possible interventions such as implementing new communication tools or restructuring team workflows. The decision process would also involve assessing potential barriers, such as resistance to change or resource constraints, to determine the feasibility of each solution.

A practical solution might be establishing regular cross-departmental meetings, utilizing collaborative project management software, and fostering an organizational culture that values open communication. Using the decision-making model, these solutions can be systematically evaluated for their potential impact, ease of implementation, and alignment with organizational goals. For instance, adopting a new communication platform like Slack or Microsoft Teams could improve information sharing and reduce misunderstandings, but potential challenges might include employee adaptation and training requirements.

Justifying these solutions involves demonstrating how they directly address communication gaps. Regular meetings promote transparency and coordination, while collaborative tools facilitate real-time information exchange. These interventions are likely to improve the clarity of messages, reduce delays, and enhance overall teamwork. Moreover, the value they provide can be assessed through performance metrics such as project completion times, employee feedback, and customer satisfaction scores (Klein, 1997). Implementing structured decision-making ensures that solutions are not only appropriate but also strategically aligned with organizational objectives, thus delivering long-term benefits.

In conclusion, understanding and resolving organizational communication problems are crucial for organizational success. Employing a structured decision-making model enables organizations to develop effective, viable solutions. Clear communication strategies, justified through systematic analysis and grounded in organizational goals, can significantly improve operational efficiency and stakeholder satisfaction. Therefore, organizations should adopt comprehensive decision-making frameworks to address communication issues proactively, emphasizing clear, consistent, and strategic communication practices for sustained success.

References

• Klein, G. (1997). Visual teams: graphic tools for better teams, better work, better results. J. Wiley & Sons.
• Lindblom, C. E. (1959). The science of muddling through. Public Administration Review, 19(2), 79-88.
• Simon, H. A. (1960). The new science of management decision. Prentice-Hall.
• Clampitt, P. G. (2013). Communicating for managerial effectiveness. Sage Publications.
• Tourish, D., & Robson, P. (2006). Sensemaking and power in the newsroom. Organization Studies, 27(9), 1255-1275.
• Daft, R. L., & Lengel, R. H. (1986). Organizational information requirements, symbolism, and crowding: An analysis of organizational communication. Management Science, 32(5), 554-571.
• Roberts, K. H. (2007). Managing crises and failures. In J. R. Schermerhorn Jr. & A. J. Osborn (Eds.), Management (pp. 396-414). Wiley.
• Guffey, M. E., & Loewy, D. (2014). Business communication: Process and product. Cengage Learning.
• Shockley-Zalabak, P. (2015). Fundamentals of organizational communication. Pearson.
• Watzlawick, P., Beavin, J. H., & Jackson, D. D. (1967). Pragmatics of human communication. W. W. Norton & Company.