Problem Solving Systems Thinking, Technology, and Organizational

¶ … Problem Solving

Systems Thinking, Technology, and Organizational Change

Models of Problem Solving

Different Approaches to Problem Solving

Brainstorming

Risk Assessment

Flow Charts

Mind Mapping

Identification of Complex Problem

Analyzing the Problem

Identification of a Range of Potential Solutions

Constraints

Evaluation of Potential Solutions

Phase IV

Evaluating Progress

Implementation Process

Risk Assessment

Accelerating Change

Formative and Summative Evaluation

Values and Ethical Issues

Values

Corporate Responsibility and Ethics

Thinking and Decision Making Strategies

Problem Solving Process

Complex Problem Solving

This section of the paper is focusing on the introduction of complex problem solving, which reflects the affiliation between the meanings of classical problem-solving and complex problem-solving. Complex problem solving tasks are situations involving dynamic environments because untimely actions decide the environment for subsequent decisions that are required to be made with the features of the task environment and it can be changed independently of the action of solvers (Funke, 2010; Chan, et al., 2012). On the other hand, time dependent is also a situation of complex problem solving because decisions are required to be made timely regarding the demands of the environment. The complex is the situation in the sense that most of the variables are irrelevant to each other in a one-t-one manner (Sager, et al., 2012). It can be said that the issues require not one decision in which early decisions are conditioned for later decisions. For a consistently changing task, the similar action can be definitive at one moment and useless at another moment. In contrast, experimental problem solving research has focused massively on tasks such as concept identification, which is not representative of the features (Wolf & Mieg, 2010; Zhang & Sternberg, 2009).

The complex issues in business systems are considered as the issues with formulation with the act of solving is complex. The existence of a large number of variables in the complex problem solving issues does not cause its complex nature. If there are quantified values for specific issues, then it cannot be featured as a complex issue. It is important to extract more mathematical estimations of issues but there is no dilemma in defining solution for issues (Sager, et al., 2012; Chan, et al., 2012). The solving process involves the way of approaching the issues along with the rationality in management actions that are important in functionality of a business system. The process of problem solving implies the phases including implementation of solution along with the monitoring of results (Chan, et al., 2012; Funke, 2010; Wolf & Mieg, 2010).

b. Systems Thinking, Technology, and Organizational Change

Systems thinking possess a long and complex intellectual genealogy, which has an enormous variety of disciplinary forms. It can be said that different attempts has been made to synthesize systems thinking within an overarching theoretical framework. It requires a universal theory of systems defined by the association between components with the concept of systems as processes that are open to change through internal dynamics of interactive feedback with the environment (Kitson, 2009; Boje, et al., 2012). It can be said that one of the major breakthroughs in understanding the complex world of organizations is the field of systems theory. The systems from the perspective of the entire system with its different sub-systems along with the recurring patterns in the relationships between the subsystems. One of the major tools of systems analysis is known to be a systems thinking, which is a way of helping a person to consider systems from broad perspective including observation of overall structures and patterns (Best & Holmes, 2010; Riley, et al., 2012). This aspect of the systems thinking can help in identifying the real causes of issues in organizations while knowing the place to address work. The systems thinking have provided a variety of principles along with the tools for analyzing and changing systems. While focusing on the entire system, consultants can identify solutions addressing different issues in the system and the positive effect of those solutions that improvement throughout the system (Best & Holmes, 2010; Kitson, 2009).

The systems theory has evolved to another level, which is known as chaos theory. The chaos refers to the dynamics of a system apparently has almost insufficient underlying order. It can be said that small changes in an organization can cause complex changes in the entire system and the chaos theory has introduced new aspects to study the complex systems (Riley, et al., 2012; Wolf & Mieg, 2010; Zhang & Sternberg, 2009). The approach of systems thinking is different from that of traditional form of analysis and the traditional analysis focuses on the separating the separate pieces of elements being studied. The systems thinking involve the studies of elements that are interacted with other elements of the system interacting with the behavior of the entire system. The features of systems thinking makes it extremely effective on different types of issues to solve. An example illustrates the difference between the perspectives of systems thinking and the traditional form of analysis as the action to reduce the damages by issues (Kitson, 2009; Best & Holmes, 2010; Chan, et al., 2012; Sager, et al., 2012).

c. Models of Problem Solving

For explaining the changes taking place in the First Glasgow, the paper is providing a fusion of Change Management and Resolution Theory. The model used in this section is the extension of Mchinney's (1997) theory of change pathways. This theory assists organizations to achieve two basic aims in achieving change and it involves the management of mindset, actions or processes from reactive state to a proactive state (Smith & Lewis, 2011; Gerth, et al., 2010). It further involves the creation of professional practice in which change is managed in a strategic manner and understood through a body of knowledge consisting of models, techniques, and strategies. The change management and resolution theory is conceptualizing change in terms of a process of problem solving and transition. In the aspects of theory, change management guides organizations into effective use of tools and principles of change to implement changes within the organization while promoting problem solving and conflict resolution techniques (Brucker, et al., 2013; Boje, et al., 2012; Riley, et al., 2012; Smith & Lewis, 2011). It can occur only when organizations understand different aspects and behaviors towards change. These aspects are socially constructed by experiences, religious, goals, cultural beliefs, employment, ethics, and generation (Chan, et al., 2012).

The aspects of the model are divided into four quadrants, which illustrate and help organizations to understand contested aspects of world and the ways in which they are constructed. These different quadrants are illustrating the realties named as unitary, sensory, social, and mythic (Best & Holmes, 2010; Brucker, et al., 2013; Funke, 2010; Riley, et al., 2012). In order to understand these aspects, organization can go through a change to accept and initiate change, selection of correct leader for change, deal with conflict that is a companion of change, and organize along with plan of solutions to issues (Riley, et al., 2012; Sager, et al., 2012; Zhang & Sternberg, 2009; Sager, et al., 2012).

The unitary reality is a combination of concepts, goals, and principles in an organization. These principles and goals considerably make the unitary reality in the form of mathematical, logical, and philosophical systems. Sustainable and cleaner production is unitary goals and principles within the process of change. It is imperative to evaluate that whether the First Glasgow has achieved its unitary goal of sustainability (Brucker, et al., 2013; Best & Holmes, 2010; Riley, et al., 2012; Sager, et al., 2012). On the other hand, the sensory reality reflects the hard sciences of the four realities, which assesses the organizations within the similar industry implementing the principles through the unitary goal of sustainability. The social reality focuses on feelings, ethics, and values of people, which assess the organizations specifically First Glasgow, possess a strong culture throughout the hierarchy of employment within the organization. The mythic reality leads an organization through the ways of change and the global aspect of a leader in turn accelerating or hindering change within the organization under consideration (Gerth, et al., 2010; Sager, et al., 2012; Smith & Lewis, 2011; Brucker, et al., 2013). There are three types of leadership namely charismatic, authoritarian, and pluralistic styles, which are navigating a specific leadership. Every leader has a philosophy on the way the change process can be implemented in the organization. It can be said that there are two fundamental pathways that an organization follows in the duration of change process, which are known as the revitalization and renaissance. The revitalization pathway is a top-down approach, which arises in sensory reality from the awareness of an issue (Brucker, et al., 2013; Sager, et al., 2012; Boje, et al., 2012; Best & Holmes, 2010). The process of resolution moves in a sequential way through unitary, mythic, and social realities. On the other hand, the renaissance procedure is a bottom-up process with the path of change leading in a sequential way from sensory reality through mythic, unitary, and social realities (Best & Holmes, 2010; Chan, et al., 2012; Funke, 2010; Smith & Lewis, 2011; Wolf & Mieg, 2010).

d. Different Approaches to Problem Solving

Following are some of the approaches to problem solving within organizations:

Brainstorming

Brainstorming is referred to as the creative technique to generate new ideas and it is a group activity in which suggestions spark off other ideas. It can help in identification of issues along with the ways of tackling issues. It is important for wild ideas from team members or employees to be encouraged rather than being criticized (Sager, et al., 2012). It does not reduce the inhibitions in other team members or employees because it can enable the management to consider alternative ideas within efficient environment within an organization (Boje, et al., 2012).

SWOT Analysis

A SWOT analysis is a way to examine strengths and weaknesses within the internal environment, whereas, opportunities and threats in the external environment. It helps in carving a sustainable niche for an organization in the marketplace (Kitson, 2009). If the specific issues in an organization are known, then it is appropriate to focus SWOT analysis on the issue. It can be said that awareness of issues is important for brainstorming the complex problem in an organization (Sager, et al., 2012; Best & Holmes, 2010).

Risk Assessment

Risk assessment is considerably an important problem solving approach to compare, evaluate, and select an option to solve a problem. It is important for team members to know about the existence of risk in the options and the risks may include resource risks and knock on effects to different activities. Through this approach, it is important for the team members to decide who or what would be at risk, which can include colleagues, equipments, or systems (Zhang & Sternberg, 2009; Wolf & Mieg, 2010).

Flow Charts

Flow charts are understandable as they reflect every step in a process aligned together. It means that flow charts are an effective approach to solve issues, as they are useful in communicating the working of procedures while clearly documenting the solution to be implemented (Sager, et al., 2012; Best & Holmes, 2010). The mapping of process in the form of flow chart enables the management of an organization to understand the clear process for implementing the solutions for issues. It can be said that the flow charts can be used to define or analyze the process to solve issues, establishing systematic picture of process to discuss or analyze the issues with solutions (Smith & Lewis, 2011; Gerth, et al., 2010).

Mind Mapping

Mind maps are ideal tool for effective access to natural creativity for solving issues in an organization. The main branches of mind mapping can be used in different ways to support thinking in a creative manner. Its branches involve checklists, questions, list of attributes, relationships, and analogies. It can be said that the mind maps can be used in most effective manner as it involves the brainstorming of employees in a group (Chan, et al., 2012; Zhang & Sternberg, 2009; Best & Holmes, 2010).

B. Identification of Complex Problem

a. Analyzing the Problem

The author of this paper was employed at First Glasgow as an Engineering Director and the organization operated approximately thousand buses from November 2005 to June 2010. The time when the author joined Glasgow, it had a dysfunctional engineering department. Apart from being the biggest operating organization, it was the worst performing organization in the aspect of engineering standards and costs. One of the biggest issues from which First Glasgow has been suffering involves poor staff retention, recruitment, succession planning, and poor attendance with skilled employees (Chan, et al., 2012; Best & Holmes, 2010).

The organization had a budget for a skilled workforce of approximately of two hundred and sixty employees. First Glasgow had lost vastly experienced skilled employees to other organizations due to absence of competitive advantage for workers. For instance, pay rates and shifts rotations were insufficient as compared to other organizations. The reason due to which the organization was being unionized over the years involves the most appropriate sick pay scheme (Chen & Huang, 2009; Holbeche, 2001; Chan, et al., 2012; Boje, et al., 2012). Staff of the First Glasgow was abusing the sick pay scheme by taking some time off without being ill. The previous Engineering Director or HR department of the First Glasgow insufficiently manages this issue. Instead of non-attendance being around the average of around 2% for this type of industry, it was operating at around 11%. The organization under consideration did not possess sufficient skilled staff for maintaining their fleet of buses in accordance to the required standards due to the shortage in establishment of skilled workers along with the higher levels of absence. It resulted in insufficient availability of buses for operations causing the loss in potential revenue from consumers (Best & Holmes, 2010; Brucker, et al., 2013; Chan, et al., 2012; Riley, et al., 2012; Gerth, et al., 2010; Sager, et al., 2012).

b. Identification of a Range of Potential Solutions

In order to solve the identified complex problems, some of the potential solutions are considered. The Engineering Director met with the Trade Union while giving a presentation of issues with proposals to deal with the problems. It is also recognized that the reorganization of the structure of engineering department along with the terms and conditions of different positions within the department is found to be important for the organization and the department (Gerth, et al., 2010; Best & Holmes, 2010; Chan, et al., 2012; Smith & Lewis, 2011; Lengnick-Hall, et al., 2011; Wolf & Mieg, 2010). The change in shift patterns of the entire staff is also considered as a potential solution after considering the needs and requirements of the business of First Glasgow. In this potential solution, the employees were also considered in the context of their attractiveness for shift patterns and their rest days. This potential solution was considered to resolve the issue of leaving employees at initial phases (Funke, 2010; Best & Holmes, 2010; Brucker, et al., 2013; Smith & Lewis, 2011; Wolf & Mieg, 2010; Zhang & Sternberg, 2009). The tiered system for the skilled and efficient employees was considered to test and grade according to the skill set. It enabled the recruitment of employees while retaining the employees in more effective way. The employees on the lower level can achieve higher grades due to their performance, which can also involve their attendance in training courses developed for improvement in their skills and expertise (Chan, et al., 2012; Best & Holmes, 2010; Chan, et al., 2012; Gerth, et al., 2010; Holbeche, 2001; Lengnick-Hall, et al., 2011; Zhang & Sternberg, 2009).

The potential solutions also include the introduction of new apprentice schemes for sixteen or seventeen years old young people. It probably established successful planning in future years in First Glasgow. The employment consultant was terminated because he was on higher salary and he was not providing any valuable suggestion or remedy for issues in the organization related to hiring and retention of employees (Piercy, 2010; Vasconcelos & Ramirez, 2011; Gatewood, et al., 2010; Gerth, et al., 2010). Another potential solution for the issues in the organization was considered to include contractor employees to be restricted on site for three times the salary of the workforce in the considered organization. The vehicles of the organization were stopped being sent out to contractor repairs because the organization was considered to be at establishment levels while being able to repair their own vehicles. The Director Engineering of the First Glasgow opened new departments within engineering and employed new skilled employees. It included glass fitters and coach trimmers as it enabled the organization to be brought back in-house while allowing substantial savings (Wolf & Mieg, 2010; Boje, et al., 2012; Holbeche, 2001; Zhang & Sternberg, 2009; Gatewood, et al., 2010; Brucker, et al., 2013). The Director Engineering employed a technical training manager, who conducts training needs analysis on every skilled staff along with mentored new apprentices. A training program was introduced in the department for improving the skill set of entire department, which also improved the vehicles repairing time along with the costs (Funke, 2010; Gatewood, et al., 2010; Gerth, et al., 2010; Boje, et al., 2012; Holbeche, 2001; Wolf & Mieg, 2010; Zhang & Sternberg, 2009).

The Director Engineering hunted quality personnel for improving the strengths along with the depths of the team of the department. These quality employees were attracted with the improved terms in the business along with the plans for the engineering function of the First Glasgow. The Director Engineering of the considered organization terminated different members of the staffs, who did not possess the required skills or who were near retirement age. Some of the employees were replaced with efficient and effective employees with the passage of time and consistent process. The management of the organization managed the absence rate in the department, which reduced the absence rate of employees at more acceptable rate (Smith & Lewis, 2011; Wolf & Mieg, 2010; Vasconcelos & Ramirez, 2011; Sager, et al., 2012; Boje, et al., 2012; Best & Holmes, 2010; Kitson, 2009; Best & Holmes, 2010; Gatewood, et al., 2010; Smith & Lewis, 2011).

c. Constraints

The complex problem provided in the previous section of this paper can be considered as a system as different elements are connected with each other. The issues and the parts of the system are causing other issues in the system in the context of poor staff retention, recruitment, succession planning, and poor attendance with skilled employees. It can be said that the low morale in the skilled workforce establishment in terms of management had developed a blaming culture in the department of engineering (Boje, et al., 2012; Chen & Huang, 2009; Best & Holmes, 2010; Holbeche, 2001; Gerth, et al., 2010; Brucker, et al., 2013; Wolf & Mieg, 2010; Vasconcelos & Ramirez, 2011; Funke, 2010; Gatewood, et al., 2010). The standard and quality of maintenance suffered dramatically because the department was consistently struggling with the pressures of delivering sufficient amount of vehicles for services. The Directors of the First Glasgow were sending vehicles to the workshops of contractors for maintenance at premium rates and it was found that the cost of working in-house was 2 or 3 times greater. The Engineering Director contracted skilled workers from agencies to help the shortage of employees and the contract workers were paid twice or thrice greater than the First Glasgow employees were (Best & Holmes, 2010; Gerth, et al., 2010; Boje, et al., 2012; Chan, et al., 2012; Chen & Huang, 2009; Holbeche, 2001; Vasconcelos & Ramirez, 2011; Zhang & Sternberg, 2009; Wolf & Mieg, 2010; Best & Holmes, 2010). Contracting sufficient workers were considered less or no control over returning the vehicles to service and it was the case with repairs with own staff. It can be said that the engineering budget was overspent more than 2 million pounds on annual basis. Directors of the organization under consideration hired employment consultant to assist with the hiring of skilled employees. The consultant targeted skilled employees with no experience with bus or commercial vehicle and it had insufficient impact. The Directors of the considered organization could not observe the real causes within the business. There was no apprentice scheme since 2 years and the workforce in the organization had employees with average age of 50 years (Vasconcelos & Ramirez, 2011; Brucker, et al., 2013; Best & Holmes, 2010; Chan, et al., 2012; Zhang & Sternberg, 2009; Boje, et al., 2012; Best & Holmes, 2010; Chen & Huang, 2009; Wolf & Mieg, 2010; Vasconcelos & Ramirez, 2011). It can be said that there had been no strategic thinking to grow their skilled workers while replacing the older workforce as they retire. Many of the remaining employees in the First Glasgow possess average set of skills, as it was the higher skilled people left for alternative employment with other businesses. The remaining workforce had not attended any sort of training courses in five years despite the advancement of vehicle technology (Best & Holmes, 2010; Brucker, et al., 2013; Boje, et al., 2012; Gerth, et al., 2010; Holbeche, 2001; Vasconcelos & Ramirez, 2011; Smith & Lewis, 2011; Riley, et al., 2012; Chan, et al., 2012; Brucker, et al., 2013).

d. Evaluation of Potential Solutions

A single employee of First Glasgow possesses a significant responsibility for entire organization and its operations. The independent judgment along with a superior problem solving skills is critical to the smooth running of the business. For this reason, an employee of the considered organization is required to be able to identify potential solutions along with the associated impacts of every solution for completing responsibilities in more effective manner (Holbeche, 2001; Lengnick-Hall, et al., 2011; Best & Holmes, 2010; Sager, et al., 2012; Vasconcelos & Ramirez, 2011; Wolf & Mieg, 2010; Piercy, 2010). The evaluation of the potential solutions provided in the previous section of the paper is a part of a combined approach with training, counseling, and addressing poor skills of problem solving.

Phase I

It is appropriate to decide the category, which encompasses the problem solving abilities of employees within First Glasgow. Some performance evaluation forms have specific names of sections such as problem solving and decision-making. In other words, the evaluation guide of the organization under consideration may list ability of solving problems as an example of a certain factor of rating. If there is no formal guide exists, it is important to determine the category, which can include judgment aligning most appropriately with skills of solving issues (Chen & Huang, 2009; Chan, et al., 2012; Best & Holmes, 2010).

Phase II

The next phase is to rate the employee's problem solving skills as the typical ratings include needs improvement, fulfillment of expectations, or exceeds expectations. It is appropriate for the management and Director Engineering to explain the assignment of particular rating. For instance, it can be stated that certain employee was rated as exceeds expectations in the area of problem solving because he is consistently working on own initiative for resolving issues (Lengnick-Hall, et al., 2011; Boje, et al., 2012; Holbeche, 2001).

Phase III

In this phase, it is appropriate to give specific examples of the problem solving abilities during the rating period, which includes a factual description of the incident. For this purpose, a detailed feedback can be provided about what should have happened to consider the behaviors of employees as per the ratings. It enables the employees of the organization under consideration to incline towards the goal of their responsibilities. For instance, it may happen that a specific solution of certain employee failed to affect the problem in positive manner and created more workload issues for the entire department (Riley, et al., 2012; Smith & Lewis, 2011; Chan, et al., 2012; Riley, et al., 2012).

Phase IV

It is appropriate to mention the disciplinary actions occurring because of the concerns with employee's problem solving abilities. For this purpose, summary of issue can enable the preparation of employee's file with necessary details. For instance, it can happen during the rating period, a certain employee of the considered organization receive a written warning for his or her failure to address effective solutions for the problems as they emerge within the department (Sager, et al., 2012; Zhang & Sternberg, 2009; Kitson, 2009; Funke, 2010).

C. Evaluating Progress

a. Implementation Process

The implementation of the process involves certain restrictions or resistances from employees and management in the organization under consideration. However, the management can reduce the resistance to change by increasing the involvement of employee within the change process. The participation of employees cab increase the knowledge of employees regarding innovation (Best & Holmes, 2010; Chen & Huang, 2009; Brucker, et al., 2013; Boje, et al., 2012; Gatewood, et al., 2010; Kitson, 2009). It can be said that the participation of employees of the organization under consideration can enhance ego along with which their challenge can increase the requirement of employees. The participation of employees can encourage them to believe that they have some control over a system, which can affect them. It can be said that the idea of employees' participation can minimize the resistance to change (Funke, 2010; Best & Holmes, 2010; Gatewood, et al., 2010; Smith & Lewis, 2011; Wolf & Mieg, 2010).

Resistance to change can also emerge with the failure of management to convince the employees of the organization and the department regarding the need for change. It is obvious that the change should be implemented with the existence of performance gap due to which people can become highly dissatisfied with certain aspects of tasks or process. Another way of increase in resistance to change in the organization can result when the managers did not follow through the commitment of sufficient resources to the change (Brucker, et al., 2013; Best & Holmes, 2010; Funke, 2010; Gerth, et al., 2010; Holbeche, 2001; Wolf & Mieg, 2010; Zhang & Sternberg, 2009). It can be found that the employees of the organization under consideration can resist change due to the behavior of management, which involves the failure to remember positive aspects of the change on professional values. Some of the managers of the considered organization failed to maintain employees informed of the values while associating the positive impact of the change to such values (Boje, et al., 2012; Best & Holmes, 2010; Funke, 2010; Chen & Huang, 2009; Gerth, et al., 2010; Kitson, 2009; Wolf & Mieg, 2010).

General resistance to change can also result when managers fail to establish a positive climate to flourish the change. It can be said that the management can allow employees for little participation without encouraging new ideas. However, it should be noted that resistance of employees becomes less when they are provided with the opportunities to participate in activities and generation of innovative or creative ideas (Chen & Huang, 2009; Funke, 2010; Best & Holmes, 2010; Boje, et al., 2012; Gerth, et al., 2010; Holbeche, 2001; Zhang & Sternberg, 2009; Vasconcelos & Ramirez, 2011). Such type of activities encourage employees to think on their own as they expose employees to new ideas while giving them confidence in their abilities to respond to new situations. This enables employees to be more receptive to the changes that are proposed and proved valid (Best & Holmes, 2010; Boje, et al., 2012; Chen & Huang, 2009; Gerth, et al., 2010; Gatewood, et al., 2010; Kitson, 2009; Wolf & Mieg, 2010; Vasconcelos & Ramirez, 2011).

b. Risk Assessment

Risk in the assessment of succession planning can be defines as the position or point in the succession plan where a risk or a problem could be occurred while implementing the plan. However, in order to achieve the success with the succession plan, it is necessary to recognize the risk that could be associated with the plan and could occur during or after the implementation of the plan. This risk related to succession plan can be of various types and has different level. Since some risk are more critical and difficult to manage while some risk not so difficult and does not have such potential impact on the overall plan, thus kind of risk can be address and resolved easily without having and side effect (Chan, et al., 2012; Brucker, et al., 2013; Funke, 2010; Gerth, et al., 2010; Zhang & Sternberg, 2009; Sager, et al., 2012). Therefore, whenever an individual or engineer makes plan, he or she should consider these risk and make alternative plan. Likewise, in the case of the company related to retention and recruitment succession plan, there are several kinds of risk can be occurred that manager or engineer of the organization needs to address in order to achieve success. These risk in succession planning can be both for long-term and short-term that could influence overall planning. The most considerable risk that could be occurred or faced by director engineer at the time of implementing succession plan is the unexpectedly leaving of any key member of the plan or project due to any reason could influence the plan and its implementation process. The impact of such kind of risk can be for short-term and swill address easily by adopting effective measures and techniques (Best & Holmes, 2010; Boje, et al., 2012; Chen & Huang, 2009; Funke, 2010; Gerth, et al., 2010; Holbeche, 2001; Vasconcelos & Ramirez, 2011; Zhang & Sternberg, 2009).

Another risk that director engineer could face while implementing succession plan for the development and growth of organization by retaining employees is the unexpected extension of plan due to any reason such as director engineer get ill or takes leave for a week or more than a week. This is not such a big risk and no such potential impacts can be occurred on the organization. The only impacts that could be occurred in the result of this risk is delay in the implementation of succession plan since director engineer is the major member of the group as well as overall plan without which the plan cannot be executed or continued also director engineer gives direction and provide platform to the other member of the group with the help of they perform their task and fulfill their responsibilities (Best & Holmes, 2010; Brucker, et al., 2013; Chan, et al., 2012; Gerth, et al., 2010; Holbeche, 2001; Riley, et al., 2012; Vasconcelos & Ramirez, 2011; Wolf & Mieg, 2010). By reviewing this, it can be said that the impacts of such risk can be for short-term only and could be address through implementing any alternative. In addition to this, it is found that the in-role performance of a member could be decline, in which any key member could not agree with the statement of another member of the team. In the consequence of this risk, short-term impacts could be occurred in the implementation of succession plan, but these impacts would not be for long-term and by taking effective decision, the issue can be resolved easily (Best & Holmes, 2010; Chan, et al., 2012; Gerth, et al., 2010; Holbeche, 2001; Vasconcelos & Ramirez, 2011; Funke, 2010; Brucker, et al., 2013; Gatewood, et al., 2010; Vasconcelos & Ramirez, 2011; Kitson, 2009).

c. Accelerating Change

There are different factors involved in system change and some of them determine the speed of change to take place. It is believed that increase of rate in change lies in relating all changes to a convincing shared purpose driven by strategy along with a means to measure the success. Purpose of the change is acting as an accelerator providing a brief description for determining the position of the organization for success (Wilms & Zell, 2003; Miller & Yeager, 1993; Chan, et al., 2012). It can be said that the purpose of change in the considered organization is required to link with the vision of the organization. Another element is the shared strategy providing the strategic direction highlighting the purpose and identity of the organization. It is observed that purpose refers to the actions that are used to complete the work required by strategy. It is of the concern for the organization that charts and job descriptions are also the part of forming change. The model for strategic planning can be used to illustrate the consistent project involving action learning, which further involve sensitive system as it responds to the change with the passage of time (Dervitsiotis, 2006; Pantaleo & Pal, 2008; Chan, et al., 2012; Best & Holmes, 2010; Gerth, et al., 2010; Holbeche, 2001; Zhang & Sternberg, 2009; Wolf & Mieg, 2010; Riley, et al., 2012).

Aligning and building leadership for change is also another accelerator of change. It is obvious that without a committed leadership, a change effort may not have any probability of success. The team of leadership plays an important role in the process of bringing change. It can be said that the particular concentration is required for leaders to focus on long-term vision and short -- term operations through the operations of the team. Leading a change in the considered organization requires a shift in thinking for different executives such as Director Engineering. It further requires significant commitment of time and the leaders spend sufficient time in working on issues related to change (Gatewood, et al., 2010; Gerth, et al., 2010; Boje, et al., 2012; Sager, et al., 2012; Vasconcelos & Ramirez, 2011; Austin Cline, 2005; Best & Holmes, 2010; Zhang & Sternberg, 2009). In order to make the change as success, it is important for the Director Engineering and employees to consider the change as a work rather than a distraction from work. A road map for change means observing the change effort in the form of a journey that every person of the organization is required to travel for achieving the goal (Funke, 2010; Smith & Lewis, 2011; Riley, et al., 2012; Pantaleo & Pal, 2008; Miller & Yeager, 1993). It can be said that a roadmap can enable the Director Engineering to work of bringing change in the context of hiring, selection, or retaining employees cannot be delegated. For this reason, it can be divided into four phases namely strategy development and leadership alignment, organizational alignment, deployment, evaluation, and renewal (Boje, et al., 2012; Funke, 2010; Gerth, et al., 2010; Wolf & Mieg, 2010; Zhang & Sternberg, 2009; Chen & Huang, 2009; Best & Holmes, 2010).

d. Formative and Summative Evaluation

Formative and summative evaluations are the two effective ways of assessments in which the formative evaluation involves collection of information on sufficiency and utilization of this gathered information as a basis for additional growth and development (Guerra-Lopez, 2012; Zepeda, 2008; Funke, 2010). On the other hand, the summative evaluation refers to the collection of information on sufficiency and utilization of this gathered information in order to make effective decision regarding use (Guerra-Lopez, 2012; Zepeda, 2008; Funke, 2010; Bertagni & La, 2010; Chen & Huang, 2009; Brucker, et al., 2013). With regards to this, when it comes to evaluate the given scenario by using both formative and summative evaluations techniques it has been identified that the problem that had been raised in the First Glasgow is associated with the staff retention, recruitment, succession planning and absence management. To solve these concerns successfully and for the growth of organization the Engineering Director implemented several effective techniques that could bring improvement in the organization (Chan, et al., 2012; Best & Holmes, 2010; Gatewood, et al., 2010; Guerra-Lopez, 2012; Brucker, et al., 2013; Wilms & Zell, 2003; Vasconcelos & Ramirez, 2011).

In order to solve the issues regarding poor staff retention, recruitment, succession planning, and poor attendance with skilled employees, the major steps taken by the Engineering Director (Chan, et al., 2012; Best & Holmes, 2010). These steps and techniques for problem solving taken by Engineering Director includes meeting with Trade Union, reorganization of organizational engineering department structure, change in terms and conditions of different positions, implementation of tiered system, and change in shift patterns of staff (Wolf & Mieg, 2010; Zhang & Sternberg, 2009; Holbeche, 2001; Smith & Lewis, 2011; Chan, et al., 2012; Bertagni, et al., 2010). Besides, Engineering Director was enable recruitment of employees, involve employees' attendance in training courses, introduce new apprentice schemes, include contractor employees, open new departments within engineering and employed skilled workers, and hired technical training manager to provide better training to the employees (Boje, et al., 2012; Brucker, et al., 2013; Funke, 2010; Gatewood, et al., 2010; Miller & Yeager, 1993; Gatewood, et al., 2010; Idowu & Filho, 2009; Bertagni & La, 2010).

Throughout the process of implementing above approaches, it has been recognized that overall process went well since number of changes were occurred and significant improvement in the overall organizational engineering department was examined. Beside it, the thing that went well throughout the process in the development and growth of worker since they were become more responsible and was started to focus on their wok in effective way (Chen & Huang, 2009; Chan, et al., 2012; Best & Holmes, 2010; Bertagni & La, 2010; Farndale, et al., 2010; Rendtorff, 2009; Wright, et al., 2001). Beside all, the thing that observed throughout the process that could be improved more is the training of employees since the Engineering Director needs to use technology in the training of employees since the use of technology in training would become the employees more skilled and the employees will become able to perform more efficiently and proficiently (Bertagni & La, 2010; Chen & Huang, 2009; Farndale, et al., 2010; Sager, et al., 2012).

In the light of above evaluation regarding the project of Engineering Director relating to the staff retention, recruitment, succession planning and absence management in First Glasgow it has been observed that the overall practices performed by director and steps taken by him are enough to bring the innovation in organization and will contribute to overall growth and development of organization (Fr.f.roa, 2007; Bertagni & La, 2010; Brucker, et al., 2013; Dervitsiotis, 2006; Chen & Huang, 2009; Schwartz, 2011; Zhang & Sternberg, 2009; Brucker, et al., 2013; Gatewood, et al., 2010; Wilms & Zell, 2003) . In addition to this, it can be said that the performance of the organizations will go excellent if only the maintenance of the company will look after by the manager and directors of the organizations. If they neglect all new implemented policies and rules, it would again give the rise of such issues therefore more attention and proper management still required by the management in order to achieve the success in the future (Vasconcelos & Ramirez, 2011; Best & Holmes, 2010; Zhang & Sternberg, 2009; Boje et al., 2012; Best & Holmes, 2010; Chen & Huang, 2009; Vasconcelos & Ramirez, 2011).

D. Values and Ethical Issues

a. Values

The organization under consideration can consider employees as its most valuable asset due to which human resources possess an extreme value. In the specific terms, the human resources of the First Glasgow are required to be motivated to perform with excellence while maintaining an organizational culture of high morale. It is explained that organizations like First Glasgow are required to come around to the common sense of understanding the management of human resources as an important link to the success of the organization (Wright, et al., 2001; Farndale, et al., 2010; Chen & Huang, 2009; Gatewood, et al., 2010). The long -- term success and financial performance of the organization is considered as directly related to the motivations and accomplishments of the people working within an organization. The employees of the considered organization make and sell products while working with the consumers and collaborating on decisions. A basic way of human resources adding value to the organization is by the promotion of association of employees while persuading the leaders of the organization to train and develop employees and rewarding strong performances (Chen & Huang, 2009; Funke, 2010; Best & Holmes, 2010; Dervitsiotis, 2006; Sager, et al., 2012). The hiring and retaining of employees within the selected organization is a foundation of making it a high performing organization. The employees of the organization under consideration are responsible for establishing and managing the system of recruiting, hiring, training, and motivating employees. It further includes the establishment of strong job designs along with the hiring of appropriate employees according to the positions. It involves the establishment of strong processes of interviews and testing, planning orientation and training, developing successful tools for employees' evaluation, and developing motivational compensation programs (Sager, et al., 2012; Farndale, et al., 2010; Best & Holmes, 2010; Zhang & Sternberg, 2009; Chan, et al., 2012; Best & Holmes, 2010; Gatewood, et al., 2010; Wolf & Mieg, 2010; Riley, et al., 2012).

The employees of the First Glasgow add value to the business operations through a legal security from inequity and inappropriate lawsuits regarding termination. The proficient employees of the selected organization are required to increase speed consistently on employee laws while educating organization's executives and managers. They must design hiring and promotional systems promoting equality and fairness among employees. It can be said that the interview questions should align to a job within the engineering department because it can increase the value of the workplace with its increasing diversification (Boje, et al., 2012; Gatewood, et al., 2010; Brucker, et al., 2013; Wilms & Zell, 2003; Dervitsiotis, 2006; Chan, et al., 2012; Farndale, et al., 2010). The proactive strategies can overtake the reactive responses to conditions of employment due to which Director Engineering should consider the strong role in planning. The Director Engineering can serve on organizational management teams while participating in strategic planning. It includes assessments of organization's strengths, weaknesses, opportunities, and threats while contributing the recent condition along with the future expectations of people or employees, discussion of training changes, and research on emerging opportunities and threats (Boje, et al., 2012; Dervitsiotis, 2006; Farndale, et al., 2010; Funke, 2010; Gatewood, et al., 2010; Brucker, et al., 2013; Smith & Lewis, 2011; Zhang & Sternberg, 2009; Vasconcelos & Ramirez, 2011).

The manufacturing modernization implies the updating of capabilities along with the changing of ways in which organization can organize, manage, hire, train, and retain its personnel. It can be said that the considered organization can convert the strategies that are better to support the long-term organization along with the viability of job. In order to generate value and distribute the results, the professionals of the selected organization is not required to focus mainly on the activities of work but also on essence of the deliverables of such work. The roles in starting a competitive organization include managing strategic human resources, managing firm infrastructure and management of employee contribution, and management of transformation and changes (Best & Holmes, 2010; Dervitsiotis, 2006; Brucker, et al., 2013; Funke, 2010; Gatewood, et al., 2010; Wright, et al., 2001; Farndale, et al., 2010; Sager, et al., 2012). These roles are required to be proven as value added because they are critical required to move ahead of the role of strategic business to employees in the business. The players are the employees of the selected organization as they give efforts to the productivity of the organization while delivering the results while making a difference. The roles of the Director engineering in this regard includes playing by the rules while creating followers within the organization. The fundamental role of the Director Engineering can make the most of profitability, quality of work, and profits through the effective management of employees (Dervitsiotis, 2006; Gatewood, et al., 2010; Boje, et al., 2012; Chan, et al., 2012; Chen & Huang, 2009; Smith & Lewis, 2011; Wright, et al., 2001; Pantaleo & Pal, 2008). It can be inferred that the role of management in the considered organization is to help in creation of value of the organization. The professionals of the First Glasgow are influenced that the efforts of employees can add worth to the profit of the organization. Measurement in the departments of the selected organization is limited to the processes involving measuring of costs while not reflecting the added values. It is now very important to justify the dollar invested while comparing the strategies to be determined as maximum worth (Chen & Huang, 2009; Zhang & Sternberg, 2009; Wolf & Mieg, 2010; Chen & Huang, 2009; Wilms & Zell, 2003; Miller & Yeager, 1993; Lengnick-Hall, et al., 2011). It can be said that the economy can dictate the organization's consistently assessment of external or internal environment along with the making of relevant changes for remaining competitive. The Director Engineering can agree on the business strategy through the evaluation of the capabilities of the considered organization to compete through particular strategies (Austin Cline, 2005; Bertagni & La, 2010; Guerra-Lopez, 2012; Idowu & Filho, 2009; Best & Holmes, 2010; Riley, et al., 2012; Tuccille & Stone, 2009).

b. Corporate Responsibility and Ethics

According to Crane (2008), corporate responsibility and ethics can be defined as the responsibility of organization to progress in ways for helping in the best interest of its various stakeholders (Crane, 2008). These stakeholders are further categorized in this theory by affirming that all those who are affected by the actions of the company are included in its stakeholders. Alternatively, it can be stated that this theory is recognition of the fact that the companies are not only working for increasing their profit motives (Sims, 2003; Schwartz, 2011; Tuccille & Stone, 2009; Giacalone, 2005; Rendtorff, 2009). Thus, it can be said that the ethics in corporate responsibility possess great importance therefore, it is recognized that while implementing project or before taking any kind of step in order to address the staff retention, recruitment, succession planning and absence management in First Glasgow, the Engineer Director must keep the corporate responsibility and ethics in his mind. Since, whereas it is important for organization to earn maximum growth and development, on the other side organization is fully responsible to fulfill the ethical requirements of its stakeholders including customers, employees, management and people outside the organization (Crane, 2008; Funke, 2010; Sims, 2003; Tuccille & Stone, 2009; Bertagni & La, 2010).

Concerning above, it has been observed that the director should pointed out all ethical judgments that any manager in large organization needs to consider. However, at individual level, the Engineer Director of First Glasgow should learn that the pressure to conform to employer expectation overwhelming in the business world of today or particularly in the industry under which the organization operates (Grayson, 2002; Rendtorff, 2009; Zhang & Sternberg, 2009). Being an employee at the First Glasgow it is ethical responsibility of every individual them that they should never disclose their current salaries and primary benefits that they obtaining from certain organization because it sometime creates conflicts among the employees and give rise to other problems within and outside the organization (Austin Cline, 2005; Grayson, 2002; Bertagni & La, 2010; Idowu & Filho, 2009; Fr.f.roa, 2007; Tencati & Perrini, 2011).

From the perspective of Engineer Director, it is his responsibility that to become an ethically responsible person of the organization he should avoid major kinds of conflict of interest such as by appointing family and friends on higher salaries and benefits for the new engineering departments (Trevino & Nelson, 2010; Crane, 2008; Bertagni & La, 2010). In addition, it is observe that number of ethical issues could be raised while executing succession plan for the attendance management, retention, and recruitment for staff. Therefore, to remain ethical, manger should asked to the employees and all the members involved in the project to strictly follow the ethical rules and regulations for the success of the plan (Austin Cline, 2005; Grayson, 2002; Bertagni & La, 2010; Idowu & Filho, 2009; Fr.f.roa, 2007; Tencati & Perrini, 2011). Furthermore, to avoid any kind of ethical issues, it is suggested to the Engineer Director to introduce a plenty system and charged penalties if anyone in the department break the rules or harm anyone. By doing so, the director could effectively address the ethical issue if it is raised during or after the succession plan for the attendance management, retention, and recruitment for staff (Trevino & Nelson, 2010; Crane, 2008; Bertagni, et al., 2010).

Likewise, from ethical perspective, it is also expected that at the time of implementing succession plan for the attendance management, retention, and recruitment for staff of engineering department, the other departments and areas of organization could be influenced (Brucker et al., 2013; Schwartz, 2011). With regards to organization, the ethical issue that could be raised includes the integrity since it should make sure that the implementation of new succession plan does not break the trust of the employees of the other departments of certain organization. Whatever the action that team takes, it should not influence the communication and actions since not every action should be mislead to anyone and never misinterpret the facts. Other significant issues that could be raised in the organization could be associated with the loyalty and promise keeping (Austin Cline, 2005; Grayson, 2002; Bertagni, et al., 2010; Idowu & Filho, 2009; Fr.f.roa, 2007; Tencati & Perrini, 2011). Since, during implementation, the trust or promise of the organization could be influence d and other member of organization could face ethical issues from organization. Therefore, the manager and the team involved in the plan should keep this point in their mind and avoid from any kind of unreasonably technical or legalistic behavior that could hurt other employees or department of the organization (Austin Cline, 2005; Grayson, 2002; Bertagni, et al., 2010; Idowu & Filho, 2009; Fr.f.roa, 2007; Tencati & Perrini, 2011). Being an ethical team, the team should seek to protect the rights of employees while implementing succession plan for the attendance management, retention, and recruitment for staff and should contribute to build the good reputation of the organization. Team should seek for the self-esteem of its employees by involving them in no conduct that might challenge respect and by taking no matter what proceedings are required to avoid unsuitable conduct of others (Austin Cline, 2005; Grayson, 2002; Bertagni, et al., 2010; Idowu & Filho, 2009; Fr.f.roa, 2007; Tencati & Perrini, 2011).

E. Review

a. Thinking and Decision Making Strategies

Thinking strategy is a way of thinking that helps in attempting a task swiftly. For a strategy to be thinking strategy, it should be efficient and completely mentally. It can be said that the use of senses in introducing facts makes it more of worth for people to remember it. There are variety of strategies available, making it convenient for people to choose which suits them best. Some strategies are visual; others involve patterns and facts that people have to memorize along with other details (Bertagni & La, 2010; Brucker, et al., 2013; Chen & Huang, 2009; Crane, 2008; Guerra-Lopez, 2012; Riley, et al., 2012; Wilms & Zell, 2003).

Strategic Thinking is a psychological or thinking process applied by a person in the perspective of achieving success while achieving goals and objectives. As a cognitive activity, it produces thought among employees of the considered organization. When applied in an organizational scenario of strategic management process, it involves the production and application of characteristic business insights along with opportunities intended to create competitive advantage for an organization. It can be done individually, as well as collaboratively among key persons of the selected organization who can affirmatively adjust the organization's future. Group strategic thinking within the First Glasgow may create more value by enabling a positive and imaginative discussion or exchange of ideas, where individuals of the organization can gain other people's perspectives on critical and intricate issues. This is regarded as an advantage in highly competitive and fast-changing business scenarios.

It is witnessed in the paper that there are five key features of strategic thinking in practice that are similar to competencies. The initial competency named as a systems perspective refers to being able to comprehend implications of strategic actions. It can be said that a tactical thinker has a replica of the complete end-to-end system of value creation, his or her role within it; along with an understanding of the competencies it contains. The second competency named as essential strategic thinking is focused to the extent which means more establishment and less distractible than competitors in the marketplace. It is said that strategic intent within the considered organization is the focus allowing individuals within the selected organization to align and control their energy, to focus attention, to resist interruption, and to ponder for achieving a goal. Thinking in time can enable the organization to hold history, present and future in mind at the same time to generate better decision making and speed implementation. Strategy is not motivated by future aim alone. It is the gap between today's practicality and the future that is critical. The scenario planning is found to be a realistic relevance for incorporating thinking in time into strategy making.