Final Report

Problem Identification

Problem Identification

No organization is immune to problems and challenges. Despite the strategies and precautionary measures instigated, problems are common in organizations, and they occasionally impact organizational performance (Pang, & Lu, 2018). The level of impact is directly proportional to the magnitude of the problem and/or challenge an organization faces. This paper aims at identifying a problem that is affecting the performance of the selected client, that is the Dining Facility on post in the military.

To ascertain that this problem is identified and fully understood, various questions concerning the facility will be explored. These questions include: 1) “What are the goals of the company/division/work group? 2) Is there data to substantiate this or is it a perception of the manager? 3) Who is involved…the manager, the employees, stakeholders? 4) How long has this problem existed? 5) What and how are expectations and requirements communicated? 6) When expectations or key deadlines are missed, what happens? 7) What factors contribute to the problem (politics, structure, decision-making factors)”?

Identified Problem

In consideration of the identified client, Dining Facility on post in the military, the key problem is linked to the facility's leadership, through which organizational personnel are poorly managed. Various factors within the DFAC led to the identification of this problem, including the persons involved, organizational structure, and performance, among others. The problem at the Dining Facility significantly affected its performance. It resulted in decreased morale among the employees, which in turn negatively affected their attitude towards work and the determination in performing their roles and responsibilities. Additionally, the facility failed one quarterly and two monthly inspections, establishing that the DFAC is not instigating much effort towards accomplishing its goals and objectives. Also, the management problem at the facility adversely impacted professional growth and development of employees.

What are the goals of the company/division/work group?

Among the most established goals of the Dining Facility, the DFAC is more focused towards providing quality food and services. Through this, the facility aims at attracting and retaining customers, including the soldiers. In this same context, another goal of the DFAC is enhancing customer satisfaction levels. Promoting professional growth and development for the members of staff is another significant goal of the DFAC. The Dining Facility also targets enhancing its performance and building a brand that everyone, including its employees and soldiers will relate too. Despite having well-outlined goals, the Dining Facility lags in accomplishing these goals, particularly those concerning customers. In this regard, the unaccomplished goals of the facility establish that the DFAC is undergoing an issue attributed to management that needs to be addressed.

Is there data to substantiate this or is it a perception of the manager?

The perception of DFAC's manager has significantly provoked the problem of poor personnel management at the facility. The manager focuses on building friendships with the subordinates rather than delegating duties and managing the staff members. In this regard, the manager turns a blind eye on the most significant factors and aspects of improving DFAC's performance.

Who is involved…the manager, the employees, stakeholders?

It is undeniable that human resources play a vital role in enhancing the performance of an organization. In line with the established problem, various significant personnel in the DFAC are involved. While the Dining Facility has a range of employees, the personnel involved in this case include Army Food Service specialists whose MOS is a 92G, Non-Commissioned Officers (NCOs), and a sergeant working at the specified DFAC. The facility's manager was also involved as his actions and leadership styles promoted the established problem.

How long has this problem existed?

In correlation with the results of the quarterly and monthly inspections conducted at the Dining Facility, poor personnel management in the facility has been a primary management problem at the organization for quite some time. However, the issue was not picked up until recently. Regardless, the factors provoking this problem were established and the problem identified.

What and how are expectations and requirements communicated?

Effective communication is centrally placed in enhancing the performance of an organization. In correlation with the need to manage employees, communication is important (Urinov, 2020). Besides, it ascertains those employees are aware of their roles as well as what is expected and required from them. In a way, communication within the specified Dining Facility gave rise to the management problem identified. The DFAC manager was unable to effectively communicate expectations and requirements as he was more driven towards maintaining the friendship established with subordinates and other members of staff.

When expectations or key deadlines are missed, what happens?

In consideration with the goals and objectives of the DFAC, various expectations were missed. For starters, the leaders and managers at the Dining Facility were unable to effectively manage the staff members. Additionally, the facility was unable to provide quality food and services to its customers as a result of the employees’ performance. In this regard, the expectation of satisfying its customers and retaining them as well was missed.

What factors contribute to the problem (politics, structure, decision-making factors)?

While various factors contributed to the rise of the established problem at the DFAC, the most relevant one was linked to decision-making. The decisions made by the facility's manager in relation to management style provoked the issue of poor personnel management (Urinov, 2020). In addition to this, employees were not involved in the decision-making process, and this made them feel unappreciated and irrelevant in the facility.

Conclusion

It is undeniable that effective management of personnel is significant in any organization. Since it is intertwined with management, leadership is paramount in any organization. It supports the smooth running of organizational operations. As such, leadership directly impacts the performance of an organization (Pang, & Lu, 2018). In correlation to the established problem at the Dining Facility on post in the military, ineffective leadership harms organizations enormously. As established, it easily provokes poor management of personnel. In this regard, it impacts the performance of the organization.

References

AMARE, H. (2020). THE EFFECTS OF LEADERSHIP STYLES ON EMPLOYEE PERFORMANCE: IN CASE OF ARMY FOUNDATION (Doctoral dissertation, ST. MARY'S UNIVERSITY).

Pang, K., & Lu, C. S. (2018). Organizational motivation, employee job satisfaction, and organizational performance. Maritime Business Review.

Urinov, B. (2020). Factors and conditions influencing to efficiency of personnel management, 35.