The problem identification and formulation styles of each classmate’s employer varied, depending on the size and structure of the company. Karin works for an independently owned escrow company in California in which the partnered owners answer to the Department of Corrections and California Labor Laws only. This makes the problem identification process difficult because the owners do not follow any guidelines or protocol when resolving issues or identifying problems. Kristi can relate to Karin’s employer as she works for a nonprofit organization in which identifying the problem and action taken is difficult and slow. The nonprofit organization has upper-management, which is who employees report any problems to, but because of limited resources, action is slow, nonexistent, or taken over by the IT department. Some problem solving techniques involve getting together in groups and discussing what the problem is and how it can be resolved. Oscar’s employer Raytheon Missile System solves problems by using this method. The only issue is that sometimes it leads to managers not going by the books and doing what they want to do. Denise and Jamie work for million dollar corporations and for larger problems to be resolved it may take months until problems are fixed. Small problems are handled at the site level and are most likely fixed quickly. Both employers use a chain-of-command with management, and depending on the severity of the problem is how far it will go up that chain. Collaboration and teamwork is emphasized and each company asks for employee’s feedback when there are problems. For example: Jamie works for Caremark Corporation in which they hold monthly meetings for employees to express any concern and conduct yearly surveys. As a team we concluded that it may not matter the size of the company it has to do with how effective management is at getting the problem