Final Report
1
Reassessment and Adjustment
Abstract
Since the proposed solutions to address poor personnel management at the Dining Facility have a series of impacts (both negative and positive), it is important to adjust them to attain optimum results. Thus, this paper will focus on reassessing the solutions and making necessary modifications. Besides, change is met with resistance, and therefore, adjusting the solutions will mitigate the level of resistance of change for the employees and leaders at the Dining Facility. With the need to incorporate an implementation plan, various questions will be considered, including 1) What needs to be done to implement solutions? 2) Who will do the required tasks: Department, outside organization, person? 3) When will the tasks be started? 4) What key milestones need to be completed and by when? 5) How will the actions be implemented? And 6) How will follow-up occur? Who will follow up and when?
Keywords: Poor Personnel Management, Dining Facility, Adjustments, Modifications, Change, Implementation Plan.
Introduction
In correlation with the impacts of the proposed solutions to address the management problem at the Dining Facility, the need to adjust is apparent. However, the modifications to be made will mainly focus on the solutions with negative impacts. In this regard, this paper aims at establishing which of the proposed solutions require adjustments or modifications. Additionally, it will define what changes will be made to the solutions to promote efficiency and effectiveness in addressing the management problem at the DFAC. Thus, it will facilitate the implementation plan to endorse the changes that need to be made.
Discussion
Adjustments and Modifications for the Proposed Solutions
While the proposed solutions have the capacity to address the Facility’s management problem, some have adverse impacts, affecting their efficiency in handling the issue. Based on my reassessment, various solutions will be adjusted or modified. One such solution is training and professional development for the leaders and the employees at the Dining Facility. Since this solution will ultimately interrupt organizational operations, it is necessary to make modifications. The leaders and employees at the Dining Facility will have to invest their personal and free time for the training programs (Ribeiro, Gomes, & Kurian, 2018). However, this modification will affect the work-life balance of the employees, which is not healthy (Fleming & Millar, 2019).
The additional expenses linked to the implementation of the solutions will massively affect the benefits of the employees, as established in the impact identification paper. In correlation to this, the solutions with financial implications on the Dining Facility ought to be adjusted. Rather than contracting professionals to assist in managing personnel at the organization, it is more cost-effective for the Facility to train the leaders and managers within the Facility and develop their management skills (Fleming & Millar, 2019). The organization will eliminate the financial constraints linked to the proposed solution and maintain the employees’ benefits, ensuring they will remain motivated (Ribeiro et al., 2018). Besides, the DFAC will save revenue since training and development of leaders and employees is already considered effective and efficient.
Implementation Plan
Implementing the proposed solutions to address the management problem at the DFAC will require increased levels of determination from both the employees and the leaders. It is also significant to inform every party at the organization of the changes to be made and what the DFAC aims to achieve by implementing the changes. The Dining Facility should also be willing to finance the implementation of the proposed solutions. In correlation to this, the financial department will be centrally placed in facilitating the performance of the proposed solutions. Thus, there is a need to keep the organization’s finances in check.
To fully implement the solutions to yield significant results, the Dining Facility is mandated to plan for the change properly. Through this, the Facility will minimize the impact of adverse outcomes. With the possibility of a change in behavior among the leaders, managers, and subordinates at the dining facility (Fleming & Millar, 2019), it is vital to assess the performance of the solutions after implementation. In this regard, follow-up for the implemented solutions will occur by collecting customers’ and employees’ experiences and feedback from the Dining Facility’s leaders at a reasonable time.
With the goal of addressing the management solution at the Dining Facility within the shortest time possible and before the end of another financial year (June 2022), the proposed solutions will be implemented after a thorough study of the significance, efficiency, and effectiveness of these solutions. The level of satisfaction from the customers and the employees will help measure the task. Engagement from the employees and motivation level will help determine whether the proposed solutions will address the management problem.
Conclusion
Reassessment and adjustment of the proposed solutions make significant contributions towards ensuring that poor personnel management at the Dining Facility will be addressed. Modification or adjustment ascertains that the solutions are refined to yield desirable results. However, it is imperative for the Dining Facility to have a timeframe for the implementation plan as this will help reduce wastage of resources and interference of the organizational operations. In correlation to this, the goal of addressing poor personnel management at the Facility ought to be appropriately structured and implemented.
References
Fleming, K., & Millar, C. (2019). Leadership capacity in an era of change: the new-normal leader. Journal of organizational change management.
Ribeiro, N., Gomes, D., & Kurian, S. (2018). Authentic leadership and performance: the mediating role of employees’ effective commitment. Social Responsibility Journal.