Reference no: EM132315569

Question: As you review the case study "Baria Planning Solutions, Inc.: Fixing the Sales Process," (located in this week's resources) consider the issues facing Baria's sales support group and Baria's general performance problems as a whole. Baria's managers must determine the cause or causes of the company's problems before they can develop a solution.

Consider how using feedback loops could be used to evaluate and improve Baria's situation. Based on your causal loop diagrams, consider what solutions Baria could implement that might be effective.

For this assignment:

• Using a formal systems diagramming approach, analyze Baria's performance and develop a robust effect-cause-effect tree diagram using the 5-Whys tool, as you did previously in the course.

• Create an appropriate, causal loop diagram that incorporates relevant and logical feedback loops to capture the fundamental system behaviors, outcomes, and causes in the Baria Planning Solutions case study. See the rubric for details on what this diagram should contain. The diagram itself can be hand-drawn or drawn with software. Tables are not appropriate; it must be in the form of a diagram. (Hint: The key is to think about a causal loop diagram (also called a CLD) that incorporates relevant and logical feedback cycles that loop back to reinforce the cause-effect relationships or balance them. Note the emphasis on the additional feedback loops. The addition of feedback loops to the diagram moves the analysis beyond a simple single causal loop to a diagram showing multiple interactions, including balancing and reinforcing feedback, goals, and delays Examples can be found in the Senge text on p. 87 and 89, with an explanation on p. 83 - 91)

• Write a summary description, including specific recommendations, that links directly to your 5-why and CLD analyses for improving Baria's sales support operations and organization as a whole. (1 single spaced page APA format)

Article: Baria Planning Solutions, Inc.: Fixing the Sales Process (By Steven C. Wheelwright and William Schmidt)