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Part 2

Management

Part 2. Identify the Problem

Step two is to identify a problem or issue that is impacting performance in the organization. With your knowledge of the client you have identified and the learning you have acquired to this point, identify a management problem you will investigate and for which you will provide recommended solutions. If you are working with a supervisor or manager, you may want to consult with them to complete this step.

Read the material at the sites listed in the Week 1 Content Section to help guide you in identifying a management problem in your work environment. Complete a 2-4 page paper discussing the client and the management problem you will explore during this course.

This course is designed to provide hands-on experience that utilizes the learning from previous courses. With your knowledge of the client you have identified and the learning you have acquired to this point, identify a management problem you will investigate and for which you will provide recommended solutions. If you are working with a supervisor or manager, you may want to consult with them to complete this step. Some questions you can explore to help you are: • What are the goals of the company/division/work group? • In considering the goals, where does progress halt? • Is there data to substantiate this or is it a perception of the manager? • Who is involved…the manager, the employees, stakeholders? • How long has this problem existed? • What and how are expectations and requirements communicated? • When expectations or key deadlines are missed, what happens? • What factors contribute to the problem (politics, structure, decision-making factors)?j • Are technical skills or training contributing to the problem? • Are there ethical issues relating to the problem? • If so, how have those issues been handled to date? These questions do not all need to be answered nor is this list all inclusive; they are provided to help you get started and inspire your own questions to explore while completing this assignment. As you think about this consider: When relationships experience roadblocks of any sort we can say there is a problem in the relationship. This is true for both personal and professional relationships. When identifying and analyzing potential problems one would start first with symptoms of the problem. This is sometimes a difficult process as it can be easy to confuse symptoms with the problem. For instance, perhaps as a manager you are dealing with a lack of acceptable productivity with two of the ten people who work in your area of responsibility. Maybe one of those people is cranky and difficult to work with. In this case the problem you need to solve as a manager is one of increasing productivity in your area to an acceptable level. Managers respond to this issue in many different ways depending upon their skill, ability, knowledge and maturity. Some managers may transfer some of the work from the two problem employees to some or all of the eight other employees. This solution will, in turn, produce additional symptoms that now are visible in the behavior and productivity level of the other eight employees in addition to the original two employees. You can see that this solution will only continue to affect productivity in a negative manner and never really solves the problem. This is why, during the problem identification stage, one ought to be certain they are looking at the problem and rather than trying to reduce or eliminate symptoms. NOTE: Research is required for this an all of the papers in this class. You must have a minimum of two unique sources each week, neither of which can be Wikipedia.

This is the client you will be discussing. Please use this case/scenario for the paper to complete part 2 as described above:

Part 1- Identify the Client

I will be discussing problems within the Dining Facility on post in the military. The only personnel involved in case, are those whose MOS is a 92G and works in the specific DFAC I am interviewing. I chose to speak with a SGT that works in the Dining Facility. The DFAC has extremely poor management of personnel. Within the past 2 months, they have failed 2 monthly and 1 quarterly inspection. The NCO observes everyone in the DFAC daily and pays attention to their performance. The morale in the DFAC is incredibly low and the Soldiers are not happy at all to be at work. Not all, but over half of the NCOs in the DFAC does not enforce the standard and allow things to keep happening that should not.

While speaking with the concerned NCO, he is worried about the professional growth in the DFAC and how to draw soldiers in to dine at their specific DFAC. The soldiers who work in the DFAC does not care to be there, which makes them not care about the quality of the food they serve the customers and soldiers. The DFAC has no standards. The DFAC manager is always trying to be friends and buddies with the employees instead of making them cook and serve quality meals, show good customer service, and withhold the standards in the Dining Facility.

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