How to Solve Organizational Problems - Essay Example

How to Solve Organizational Problems How to Solve Organizational Problems Problem solving in organizations exceeds mere decisionmaking as it encompasses identifying the problem, instituting the decisions and auditing and reviewing the results. However, because of the current bureaucracy seen in organizations, problem solving process can take too long, especially because each stage of problem solving processes dictates the efficacy of the next stage. Regrettably, busy company executives often exert too little effort to solve an organizational problem during the early stages of problem solving (Bowles & Cooper, 2009). One of the greatest problems in organizations is employees being in the wrong job or performing the wrong tasks. Personnel may be in the wrong job because they lack the relevant skills required, lack initiative or job hunting skills to find a job that suits their skills or stay in a job considered suitable for them. These issues result in a lot of problems within an organization. Research conducted in Kuwait found that the problem is quite rampant. This paper will examine the proper problem solving mechanisms to tackle the problem of wrongful placement of workforce. Being in the wrong job is damaging to an individual and the organization, as well. The process of solving organizational problems entails five key steps. These include finding the problem, formulating the problem, deciding on the solution, implementing the solution and reviewing the results. After company management identifies and formulates the problem, i.e. the organizational problem of wrongful personnel placement, they should find viable alternatives to counter the issue. While organizations encounter a multitude of problems, the problem of wrongful employee placement causes the most harm to the organization (Smart & Street, 2008). However, it is often the executives that fail to comprehend the impact of a poor performer. It is the colleagues of such an employee who experience the consequences of wrongful personnel placement. This breeds destructive employee drive and loss of productivity. One of the factors that result in wrongful employee placement include loyalty, for instance, when a manager employs a friend making it difficult for the employer to identify the right position for that employee. In addition, after evaluating and formulating the problem, management can solve the problem of employees working in the wrong position by ensuring that hiring is done on a professional rather than personal basis. Employing friends or relatives who are unqualified for a position on the basis of loyalty may damage the organization in the long term. Often, hiring on the basis of personal loyalty disregards an employee’s skills and academic qualifications. Since problem solving involves making tough decisions for the greater good of the organization, company executives should not be afraid to fire a poorly skilled employee. This, however, should be done after finding a backup plan such as hiring a qualified replacement to fill the empty post. Having a backup plan is essential to ensure continuity of business processes when an employee is dismissed. After organization executives get rid of wrongfully employed individuals, they should implement a viable performance management system with progressive methodologies for performance evaluations and conflict elimination through the creation of objective communication processes (Smart & Street, 2008). Company executive also hold onto a wrong employee in a wrong position since the executives lack proper performance management skills. A formidable leader is one who acknowledges accountability and has productive problem solving skills. The performance management system requires executives to set well-defined expectations for all company employees to deter under performance from wrongful employee placement. This involves the establishment of clear job descriptions for all personnel. Job descriptions list job functions and required skills and qualifications thereby allowing an employee and employer to select the best position based on a person’s skills and qualifications (Bowles & Cooper, 2009). In addition, job descriptions are essential in the performance management system as they determine factors such as remuneration and compensation to make sure, for instance, that an engineer does not earn a lower salary than technician. Wrong employee placement often results in remuneration problems since skilled persons such as engineers may perform the duties of semiskilled persons such as mail delivery, thereby, earning lower salaries than their qualifications demand. Job descriptions also prevent high employee turnover by preventing constant replacements of employees in wrong positions. The performance management system is successful because it establishes positive employee positioning by developing a proper accountability system. This system entails proper delegation of job responsibilities, provision of clearly defined goals and ensuring employees’ skills are aligned to the job and specialized skills and qualifications and the implementation of crucial training and coaching for new employees. The key to proper employee positioning is the capacity for organizational executives to hold such employees accountable. Executives can do this by establishing clear organizational goals and vital factors, which encompass the key indicators of organizational health, for all personnel. Executives should communicate the performance measures used and the expectations they have with regard to the terms of performance. It is essential that such measures focus on the results rather than the business activity or process involved (Smart & Street, 2008). In addition, it is imperative that the organization enlists the assistance of professional accountability coaches to help them appreciate the essence of proper accountability and model accountability efficiently. Organizational executives should also examine and formulate their accountability weaknesses and decide the best way to develop personally. Upon proper implementation of the aforementioned performance management system, business executives should review or monitor the progress of problem solving strategies. This should be done by evaluating the performance of the accountability system and use of vital factors to ensure proper employee placement. Organizational executives should perform such evaluation on a semiannual basis and account for all changes at the conclusion of the financial year. However, since conflicts often emerge as a result of resistance to change, management should understand how to cope with conflict and the viable measures to take to counter any resistance to change (Bowles & Cooper, 2009). Communication, therefore, becomes the most crucial element in developing proper organizational culture, for instance, right employment for the right person with the right skills and qualifications. In essence, the problem solving process requires the identification and formulation of the wrongful placement problem, choosing the proper strategy to counter the problem, such as the performance management system and results evaluation at a later date. References Bowles, D., & Cooper, C. (2009). Employee morale: Driving performance in challenging times. Hampshire: Palgrave Macmillan. Smart, G., & Street, R. (2008). Who: The A method for hiring. New York: Ballantine Books. Read More