Make Corrections to 3 assignment that include Summaries and Diagrams

Running head: ANALYSIS OF OCI’S PERFORMANCE 1

ANALYSIS OF OCI’S PERFORMANCE 2

Analysis of OCI’s Performance

Analysis of OCI’s Performance

“Effect-Cause-Effect Logic” Tree Diagram

Summary

The diagram above reveals the key issues behind OCI’s problem. Recently, OCI has had a negative effect on the school’s brand within the community. Using the 5-whys tool, at the first level, the issue of the negative branding of the school is attributed to OCI’s lackluster reputation. At the second level, it is deduced that the organization’s poor-quality work has dented its reputation. At the third level, the poor work quality has been attributed to four major reasons. First, there is the poor client acquisition and project selection. Second, there is the issue of member recruitment problems. Third, there is the issue of poor project staffing strategies. Finally, there is the ineffective team dynamics.

At the fourth level, certain problems are revealed for each of the four factors from the third level. Regarding, poor client acquisition and project selection, OCI is characterized by unpredictable year-to-year response rates of clients and a huge disconnect between the resources of the club and the expectations of clients. Regarding member recruitment problems, OCI is marked by limited opportunities for top quality recruits and erratic membership. Regarding poor project staffing strategies, there are very high staffing levels that can be unmanageable at times. Regarding ineffective team dynamics, OCI is marred by poor leadership and small sizes of project teams.

At the fifth level, the disconnect between the resources of the club and the expectations of clients is attributed to two factors. First, there is the unreasonable scope and feasibility of some projects. Second, some clients do not view OCI as a serious organization and only uses it for cheap labor. The erratic membership is attributed to the satisfaction levels of former members, which can be low at times. Finally, the small sizes of project teams can result in overwhelming workloads. In conclusion, OCI is taking on more duties than it can handle.

Recommendations

There are certain recommendations, which if followed, can aid in the improvement of OCI’s performance. First, OCI should revamp its client acquisition strategy. The objective is to get clients that offer it high quality projects but with realistic expectations. This can be achieved by directly targeting specific clients with the desired appeal (Hambrick, 2005). Additionally, OCI can rely on clients sourced by the school. This is because the school knows the capabilities and shortcomings of OCI. Thus, it can select the right clients for the club. Second, OCI should re-strategize its recruitment of members. Presently, OCI has a very tight schedule that prevents it from having a good recruitment exercise. It has erratic membership due to its ineffective model of recruitment. A solution would be to outsource the recruitment of members. This can ensure that the organization only gets a final list of candidates to recruit rather than go through the entire sifting process of possible recruits (Ordanini and Silvestri, 2008). The outsourcing process can be conducted by the school, which is aware of the club’s history.

Third, OCI should alter its staffing levels. Presently, OCI has a policy of not turning away members. This policy should be reversed to ensure that the club only staff’s members whenever there is project. In turn, this will ensure that member satisfaction and productivity level are increased. More so, it will enhance the quality of projects. Finally, OCI should re-energize its team dynamics. It should ensure that whenever it is staffing members for a given project, it carefully selects the right talent and number of people to work on the project. This will ensure that nobody is overwhelmed by huge workloads.

References

Hambrick, D. C. (2005). Are you sure you have a strategy? Academy of Management Perspectives, 19(4), 51-62.

Ordanini, A., & Silvestri, G. (2008). Recruitment and selection services: Efficiency and competitive reasons in the outsourcing of HR practices. The International Journal of Human Resource Management, 19(2), 372-391.