Dimensions of Business Problems

Dimensions of Business Problems

Checkpoint 1 Week 1: Dimensions of Business Problems

1. What are three dimensions of business problems? Provide examples.

Three dimensions of a business revolve around that of organizations, technology, and people, all three have their own examples in which explain what problems may ensue when dealing with each dimension.

Organization: There are many reasons as to why an organization may encounter problems in their day to day business. Problems can be that of poor business processes (usually related to past traditions), unsupportive culture, political differences, and changes in the business's surrounding environment. One example of how organizations have changed for the better is the ability for employees to interact with customers via an online community; wiki pages, blogs, e-mail, instant messaging services, MySpace, and Facebook are various ways in which employees may interact with the public.

Technology: Some of the most common problems found related to technology include; insufficient or aging hardware, outdated software, insufficient telecommunications capacity, and the incompatibility of older systems with newer technology systems. One example which provides a constant collaboration between employees regardless of where they may at that time and place; the cloud computing platform is a major innovation in which tasks can be performed outside of corporate computers, which is now a thing of the past with the new technology.

People: Typical problems that are in relation to the dimension of people are employee training, difficulties in evaluating performance, legal and regulatory compliance, ergonomics, poor or indecisive management, and employee support and participation. One example that managers use to improve performance is the adoption of online collaboration and social networking software to improve coordination, collaboration, and knowledge sharing. Examples of this type of software include; Google App's, Google sites, Microsoft's...

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