Liaison Spokesman Resource allocator
Negotiator
Fig 1 : Mintzbergs Management role (Mullins 1999a, p.189).
A manager makes decisions on behalf of a department and these decisions will often initiate change, response to change and allocating of resources.
The influence on decisional role in today’s large hotels and hospitality organisations, are affected by the culture of the organisation, its geographical division of labour, extent of rapid growth and change, and the growing globalization of organisations. Culture, if controlled from the top will have an optimist effect on employees
Management operations have the opportunity of empowerment.
In the global environment of our industry we have “out think” competition.
Empowerment (so much more than delegation) gives employees greater freedom and responsibility for decision making. It reduces managerial tiers, encourages ideas and creativity and is a motivational tool.
The Mess Culture
Data Gathering
↓ ↑
Constraints
↑ Problem Redefinition
Politics → Idea Generating
↓ Finding Solution
Acceptance and
Implementation
Fig.2. Problem Solving Module (Hicks 1993a p.14).
Today the external factors of threat of war, terrorism, fear of travel, political situations and environmental issues including waste and global warming all influence the industry as does internal ethnics and cultures and attitudes. (The Mess)
5. Project Name: Bring Back Liveability in the Community – Aberdeen Business School
As I have not encountered the intractable problem of ‘Student Wastage” before this is an unprogrammed decision, as apposed to a programmed decision I have encountered before i.e. ordering appropriate wine to complement a dish.
There are many different definitions of Problem Solving.
“the art of finding ways to get from where you are to where you want to be (assuming
you do not already know how). The ‘problem’, therefore, is the gap between the
present situation and a more desirable one”
(Nolan 1989, p.4).
By increasing community spirit in relation to brand we can fill the required gap to reach my objectives.
When identifying my problem, I will have to incorporate decision making into the process. They can de defined as two separate strategies but in solving problems decisions have to be made.
Decision making has many definitions
“an appropriate method for dealing with decisions other than trivial ones”
(Hicks 1991b, p.27).
On deciding my strategy I have to research community spirit instead of brand loyalty, as I consider this more likely to retain students at A.B.S.
This statement made at an Urban Summit in Birmingham, John Prescott (2002) promised an end to
“Concrete jungle tower blocks and housing schemes.”
Could it be the problem that “concrete Jungle” is the new Aberdeen Business School Building, the brand which has become so important it has taken priority from the students and staff in the community it houses. The importance of the brand has swamped the importance of the community and its culture. A change of direction must be made. Richard Hamond, former vice-president of global operations in USA believes that of large companies
“They need to integrate into the community, rather than impose their value on it”
(Hammond 2000, p.2).
The community we are looking for is one that attracts new customers to the University and also acts as a place to come together, encouraging participation in the community.
“Community capacity building will be widely promoted and developed and will
increase support to individuals and community organizations in the community
to achieve objectives and engage effectively with public authorities.”
(Aberdeen City Futures 2001, p.15).
Aberdeen City Council and partners have launched a Community Plan for Aberdeen city. Education has a key role and Aberdeen Business School can contribute to the image of Aberdeen, attracting students to the city to study at Aberdeen Business School.
6 Problem Solving Process
- Define/ analyse the problem – Ishikawa, set criteria
↓
- Generate possible solutions – Individual Brainstorming
↓
- Examine alternatives – decision tree
↓
- Implement Solution – Gantt chart - past experience/feed back
↓
- Monitor and evaluate – feed back test, success/failure
Each tool must be evaluated for its effectiveness, success or failure at appropriate stage.
6.1 Stage 1: Define/Analyses the problem
This is the most important stage and cannot be omitted. Tools available to use at this stage are Occams’s Razor, Ishikawa and Experts system. William of Occam’s notion of “nominalism”, or Occam’s principle looks at the problem, to ensure it is not the solution and if it is worth investigating, keeping simplification at outmost importance.
“The medieval rule of parsimony, or principle of economy, frequently used
by Ockham came to be known as Ockham's razor. The rule, which said
that plurality should not be assumed without necessity (or, in modern English,
keep it simple, stupid), was used to eliminate many pseudo-explanatory entities.”
(Beckett 1994 p.1).
In a less scientific manner
“If you have two equally likely solutions to a problem, pick the simplest”
(Hiroshi 1997, p.1).
The expert system is a process that uses theme analyses of the broad problem area, and attacks the issues of the importance of solving the problem, and the possibility of solving it. The expert system involves continual addition of facts, with complex problems, or to save time by using soft systems management.
Tool: fishbone
This technique represents the relationship between the effect (student wastage) and possible causes.
It does not solve the problem, but illustrates the causes. Causes can be grouped
Manufacturing Environment 'The 5 M's'
- Manpower
- Machines
- Methods
- Measurements
- Materials
Non - Manufacturing Environment 'The 4 P's
- Policies
- Procedures
- People
- Plant
I decided to carry out a Cause and effect diagram developed by Ishikawa. (See Appendix 1). This tool was effective in aiding me to determine why student wastage was occurring – highlighting the community.
Student Wastage (effect) was inserted at the right, and the main problem areas (cause) inserted at the end of fish bones. From here I was able to brainstorm sub-headings. I could then analyse the diagram in its relation to my required criteria.
This tool was effective because the end diagram gave me a total picture of the problem and the main causes. From the information given to be I decided to research the community and to carry this to Stage II.
Evaluation Questions
1. Did I write the effect on the right hand side? Yes
2. Did I identify the main problems and insert as causes? Yes
3. Did I analyse the whole diagram? Yes
4. Was it done in a group? No
This tool was effective because tool it generated reasons of student waste, some or all relevant or linked into the community. The community problem can be the reason for all causes, no support when in need. By using lateral thinking in the concept of what changes are needed to solve the problem, this was effective. Even though causes may be right or wrong all can be useful in the final result. Participating in a group would have given more causes.
6.2 Set Criteria to measure effectiveness of tools
Criteria have to be set to determine the level of satisfaction that is reached at each stage.
This is important at each stage for evaluating purposes and to focus on objectives.
Criteria
- Community Spirit
- Brand
- £30,000 (cost effective)
6.3 Generate Possible Solutions
Tools which are used too generate possible solutions and ideas include Brainstorming (individual, group, reverse), mind mapping, metaphors and analogies, force field analysis, Six Thinking Hats (de Bono) and Delphi technique. The most popular in industry at present are those of mind mapping and brainstorming incorporating unleashing of creativity and innovation.
Mind maps are a fun, colourful way of projecting facts and ideas and are effective if the rules are followed.
“Mind maps provide en extremely effective method of taking notes which show the
structure of a subject and the relative importance of facts and ideas in addition
to facts themselves.”
( , Accessed 3 November 2002, p.3).
The use of symbols, arrows and shapes make up a picture, maximizing use of the brain. This aids creative thinking in generating ideas for individuals and groups.
Tool : Individual Brainstorming
For the purpose of generating ideas I used Indivudual Brainstorming. This allowed me to freewheel, be creative and to dream up ideas. Due to the nature of my problem I considered brainstorming to be the best tool.
“Brainstorming is based on encouraging members to suspend judgment,
the assumption of creative thinking is achieved best by encouraging the
natural inclinations of group members, and the rapid production and
free association of ideas.”
(Mullins 1999b ,p.501).
Brainstorming is traditionally performed in a group, but by tackling this individually I will avoid problems with working in groups e.g., conflict, group norms and various levels of participation.
“many individuals find they can be more creative on their own rather than
as part of a traditional brainstorming group”
( Accessed 3 November 2002, p.1).
To generate ideas on improving the community I decided to undertake the advanced individual brainstorming technique, as in . I read guidelines and to successfully use creative thinking on my own, applied software to spark new ideas, by using Random word with interacting techniques and rules.
Rules: No evaluation allowed
No barriers – free wheel
Produce a large quantity of ideas – quality not important
Develop cross-fertilisation (if in groups)
I began with a warm up, which was a puzzle called “rush hour” (See Appendix 2), installed in . I had to successfully move vehicles around, to enable the red beetle to exit. This took 3-4 minutes and got my mind stimulated.
By using the random word technique I could avoid the normal approach as in “Community” as key word.
“by getting a random word as a prompt and forcing yourself to use it
solve your problem you are practically guaranteed to attack the problem
from a different direction than normal”
( Accessed 7 December 2002)
My random word was Refugee andI found this generated the wildest ideas . (See Appendix 3) This stimulated creativity easily, with logical rules to follow, when ideas were slowing down I went back to the wildest idea to try and generate more ideas.
The danger in using this technique is to skip onto the next word, if the first does not suit. This exercise can be done manually from a word randomly searched form the dictionary.
Evaluating questions
Did I use a warm up session? Yes
Did I follow the rules? Yes
Where my ideas limited as an individual? Yes
Would a group session have generated more ideas? Yes
After my session I drew up an Individual Brainstorming Grid (Appendix 4), and a subsequent in-depth evaluation (Appendix 5) to reveal best idea and alternatives.
By using individual brainstorming I was using lateral thinking by not ruling out a technique that may be wrong. I felt it was worth using this tool to see if it would be effective. It would certainly save time and money.
It is a fact that by working in groups more ideas are generated, more information is available, these is more commitment, critical analyses and the sharing of risks. By working individually I had the advantages for being the informed leader, I avoided any interpersonal conflict and individual’s resistance to change. The technique was effective, as I used a random word to inject a different approach and the same ideas were generated as in the group approach in class I deemed ineffective – only 4 members.
6.4 Stage 3 Examine Alternatives
At this stage Utility is an essential skill which involves examining the alternatives, and having the specialisation to choose the correct solution to the objectives of the problem.
“By contributing to societal improvement and using resources responsibly,
professionals illustrate the value of utility”
(Coughlan 2002, p.151).
Tools available at this stage include the decision tree and plus/minus. implications where the pros and cons are weighed against the implication.
Tool Decision Tree
As per mind tools I began to construct the tree using social activities and business opportunities.
I then inserted the alternatives
- Cyber Café
- Community Olympics
- International Food Court
(See appendix 6) as it would clearly outline the alternatives and options, and allow me to analyse the probabilities effectively,
“Decision Trees are excellent tools for helping you to choose between several
courses or action”.
(www.mindtools.co.uk, Accessed 12 December 2002)
Evaluation
I evaluated my tree by deciding which option is the best to suite my budget as in set criteria of £30,000. By assigning a cash value, of how much I thought the idea would cost in the relation to the probability of its outcome, expressed by fractions adding up to 1. I then calculated the values (Node), with estimated costs of each outcome.
When calculated I choose the option which showed the largest benefit, as to criteria and took that of the decision made. Thus effectively identifying an idea, in budget that would appeal to getting students involved in the community.
i.e. Cyber Café £26,000 – nearest set criteria.
6.5 Stage4 Implementation
Tools available are Gantt chart, PERT or more modified Critical Path Method or Critical Path Analysis.
Gantt charts help plan and monitor project development of tasks on a horizontal time scale.
To effectively use the chart I would add Actual duration of task and indicate their relation- ships.
(Source: www.smartdraw.com – Accessed 14 December 2002)
As with all the tools I have used software, this is becoming cheaper and more popular.
The critical path method shows the critical tasks and the time delay by any nornal tasks.
I can also compare my solution to that of other successful communities.
In America Universities in Columbia, Dartmouth, Berkley and Michigan State have transformed libraries, by opening cyber cafes, making them an ideal community meeting place for students to meet between classes and on breaks, including comfortable seating, internet access, and providing creative catering facilities.
The latest to open is Cornell’s Libe Café.
“Shaking the dust off the stereotype perception of academic libraries as dark, dull
places where one dares speak, cyber cafes are becoming the “de rigueur” at
university, college and public libraries throughout the country”
(Fontana, 2002)
The success of such ventures in America may be the answer to the problem of student wastage in Aberdeen.
6.6 Stage5: Monitor and Evaluate
I can evaluate the process by the success of use of the tools of creativity.
I have evaluated all tools including the wildest idea in brainstorming, in their likelihood of being successful or failing to meet criteria. In the words of specialist world famous teacher of thinking and creativity
“Evaluation occurs when one member of the group can immediately see why
an idea would not work or why it would be impractical because of costs”
(de Bono 1971, p.116).
Evaluation would normally be monitored by customer’s comments and feed back results from customer questionnaires and financial results.
7 Conclusion
I will conclude this assessment with a definition of creativity, another tool have been using.
“Creativity is not concerned only with invention and new products. These are a
minor aspect of creativity”
“Creativity is concerned with the way information is looked at and the way it is
used. Creativity comes into problem solving and into decision making.”
(de Bono, 1971, p.222)
By using creativity for this assessment I was able to complete the task of generating ideas and concepts, by explaining how these concepts will attract and retain students at Aberdeen, and to important encourage participation, by opening of Library Cyber Café at the Business School.
In the future problem solving will play an important part in hospitality industry and it is worth training staff on these vital creativity skills. It is important to remember that any stage in the process can be used, in any order other than Stage 1. It is possible to go straight to a solution and work back to the alternatives.
Illumine Ltd is just one organisation offering a variety of courses using instructors trained by Tony Buzan and Edward de Bono.
8. References
Aberdeen City Council, 2002, Aberdeen Futures, Publicity and Promotions, Aberdeen City Council, Aberdeen, p.15.
Beckett, D. 1994, William of Occam – Biography [Online], Available World Wide Web:
(Accessed 17 December 2002)
Birley, S. and Muzyka, D.F. 2000, Financial Times Mastering Entrepreneurship, Prentice Hall, London, p.295.
[Online], Available World Wide Web
(Accessed 7 Decemeber 2002)
[Online], Available World Wide Web
(Accessed 3 November 2002)
Coughlan, R. (2001), An analyses of professional codes of ethics in the hospitality industry, International Journal of Hospitality Management, 20(2) p.151.
de Bono, H. 1971a, Lateral Thinking for Management, McGraw-Hill Book Company(UK) p.116.
de Bono, H. 1971b, Lateral Thinking for Management, McGraw-Hill Book Company(UK) p.222.
[Online], Available World Wide Web
(Accessed 3 November 2002)
[Online], Available World Wide Web
(Accessed 15 December 2002)
Fontana, B. (2002), Latte at the library –CU’s first cyber café opens in Olin Library, [Online], Available World Wide Web:
(Accessed 11 December 2002)
Hammond, R.2000, The limits of globalization, [Online], Available World Wide Web:
(Accessed 4 November 2002)
Hicks, M.J. 1993a, Problem Solving in Business and Management, Hard and Soft Approaches, Chapman-Hall, London, p.14.
Hicks, M.J. 1993b, Problem Solving in Business and Management, Hard and Soft Approaches, Chapman-Hall, London, p.27
Hiroshi, S. 1997, What is Occams Razor? [Online] Available World Wide Web:
(accessed 17 December 2002)
[On-line], Available World Wide Web
(Accessed 3 November 2002)
[Online], Available World Wide Web
(Acessed 17 Decemeber 2002)
Mullins, L.J. 1999a, Management and Organisational Behaviour 5th Ed, Pitman Publishing, London, p.189.
Mullins, L.J. 1999b, Management and Organisational Behaviour 5th Ed, Pitman Publishing, London, p.501.
Nolan, V. 1989 in Problem Solving in Business Management, Hard and Soft Approaches, Chapman –Hall, Ed Hicks, M.J.p.4.
Prescott, J. 2002, Ministers want cities with, liveability, [Online], Available World Wide Web
(Accessed 4 November 2002)
[Online], Available World Wide Web, (Accessed 17 December 2002)
9. Bibliography
Doole, I. & Lowe, R. 1999, International Marketing Strategy: analysis, development and implementation, Thomas Business Press, London.
Gill, J. and Johnson, P. 1997, Research Methods for Managers, 2nd ed, Paul Chapman, London.
Illumine Limited, Better brains for better business, Course information
Johns, N. and Lees-Ross, D. 1988, Research Methods in Service Industry Management, Cassell, London.
Rawlinson, J.G. 1983, Creative Thinking and Brainstorming, Gower Publishing Company. UK.
Morrison A., Rimmington, M. and Williams, C.1999, Entrepreneurship in the Hospitality, Tourism & Leisure Industries, Butterworth-Heinemann, Oxford.
10.2 Appendix 2 – Warm up session
10.3 Appendix 3
Relating to Community Spirit
Refugee
Lock Students into University
Force them to talk
Questionnaires
More live music
Theme bar
Cyber café
International food court
Take away share in a business
Business opportunities
Grants to help
Sponsorship
Celebrity guest
Advertise on T V
Radio Station
Newspaper
Advertise charity event
Barbecue
Dances
Dance exercise
Gym
Leisure club
Hotel
Outdoor activities
Sports teams
Inter-school events
Visits from schools
Open door non-students
Back to wildest
Lock in students
Lock in party
Party games
Community Olympics
Competitions
10.6 Appendix 6 Decision Tree – consider alternatives
CRITERIA
£30,000
0.6
£26,000 0.4 £15,000
0.2
Cyber Cafe 0.4 X 15,000 = 6000
0.6 X 30,000 = 18000 £10,000
0.2 X 10,000 = 2000
○ 26,000 £25,000
Project Social Activities Community Olympics 0.5
Liveabilty £19,500 0.4 £15.000
In the 0.1
Community 0.5 X 25,000 = 12500 £10,000
Business Opportunities 0.4 X 15,000 = 6000
○ 0.1 X 10,000 = 1000 £50,000
International Food 19,500
Court 0.5
£38,000 0.3 £30,000
0.2
0.5 X 50,000 = 25000 £20,000
0.3 X 30,000 = 9000
0.2 X 20,000 = 4000
38,000
