Problem Analysis
Olusanya Oyeyemi
Walden University
MMSL 6150
Dr. Raymond
Williamson
20 March 2016
Abstract
This paper analyze
one of the previous potential problems identified in my previous organization.
The problem was their fear of partnering with foreign expert to boost their
business. I identifies various assumptions of the root-cause of the problem and
how the problem migrated into individual departments and effects their
business.
Sequel to week 1
Application, I identify about four potential problems in my formal
organization. One that encompasses others, that if solve, will eventually solve
almost all others is the challenge of partnering with foreign expert in the
business. Brief history, initially this company was established by a sole
proprietorship as a contractor to major Oil and Gas company in Nigeria only to
easy the payment of their contract workers. Soon after Ex-president Obasanjo
became the executive president, more business opportunities opened for local Oil
& Gas contracting companies. In other for our company to expand and be able
to bid for engineering projects they have to expand their infrastructure; more
space, more professional staff, and more equipments. To accomplish this, the
proprietor looked for investors with engineering background to manage the
business together. Eventually, one of the investor that had worked and retired
as a senior engineer from one of the major Oil and Gas in the world invested
the lion share in the company and became the chairman. Reluctantly, the
proprietor of the company accepted Managing Director position. This brief
history prompt a clue of the root cause of the organization stakeholder's fear
of partnering with foreign experts, because both chairman and MD do not want to
lose their seat to foreign company representative.
AlChL defines
root-cause Analysis as “a process designed for use in investigating and
identifying not only what and how a problem occurred but also why it
happened”(1992 as cited by Rooney, ). Using Mind Tools, PEST Analysis worksheet
was more appropriate for me to analyze this problem; Politically, I
discovered that Managing Director was not happy being second citizen in his own
company. For this reasons he continue defrauding the company's to establish another
personal company. He does this by sharing profit of project even before they
execute the project, buying new expensive car with bank loan on a project still
in progress. Competing with the chairman in all ways, getting the same
entitlement chairman gets when travel for a project meeting even if he did not
have project meeting, and using company money to pay contractor that worked for
him in another company of his own. Socio-Cultural, Managing Director
believed that his children will not be able to inherit the company therefore he
is taking every chances he sees to enrich himself at the detriment of the
organization. He continue to disagree with the idea of partnering with foreign
expert to maintain his position. Technologically, The organization
lacked capable manpower necessary for their kind of business; professional
engineers were leaving the company because the company was unable to win
contract due to their inadequate technological equipment to do the job. In conclusion,
it seem that the organization was not ready for expansion when it came and they
were unable to manage it. The fact remains the fear of foreign expert company
in engineering design of taking over their company deprived them of the benefit
of partnering.
The gravity of the
problem was that, in 2008 when engineering design job was limited to green
field projects that required modern technology, major Oil & Gas companies
preferred to award it to local companies that have foreign expert company
backing. Addition benefit was that, some of these foreign companies had
projects across the globe, as soon as they complete one project they move to
another one or divide their staff to different project. This keep them busy
during the down period when my company was without project. Flynn suggested
five steps of attaining project success; the first one states“the best project
teams include stakeholders at all levels, from executive to those individuals
at the front line... these individual have the inside knowledge that will be
critical to the success of technical experts from external organizations”
(2008). Early 2009 when we had no project, local engineer
advised the stakeholders to partner with foreign company for better chances to
win contract, they refused and all their professional engineers began to resign
one after the other. By February 2011, their engineering design department
became a thing of history. Even when those engineers were leaving, the
management did not intervene by addressing the problem, no word of
encouragement of whatsoever. Flynn second step to successful project pointed
out that “timely, accurate, useful, and credible communication is critical to
maintaining a cohesive team environment and achieving project success” (2008).
Leaders that does not respect the contribution of his/her follower will not
stand, this is evident in Northouse contribution that “the leaders does not
focus exclusively on goals but uses supportive behavior that bring followers'
skill around the goals but uses supportive behavior accomplished” (2013, p.95).
The problem was as
a result of lack of short term goal that have migrated to lack of long term
goal. At a time in 2009, the company focused on investing on offshore
maintenance project as an alternate way to rescue the company. Meanwhile they
did not look into the real problem facing them. Flynn third step inferred that
“to achieve success, project team leaders must emphasize the importance of
collaborative planning and goal setting... a collaborative team structure
fosters a learning environment where experts can share knowledge and
experience”(2008). The problem really affect the organization because there was
no unity among the departments, some believed that their job was superior to
others why some thought that their department was the one rescuing the
organization and for these reasons they operate alone to be recognized.
Meanwhile, Flynn fourth step discouraged department working in 'silos' that
they can archive more if they work together (2008). I do not see how my role
and my action influence the problem because I was not a leader of any kind
then, I was just a junior engineer and observer who listened to different view
of both management and professional engineers. As everybody was leaving the
company so I did, even though they invested on me for different trainings but
when I saw a better opportunity I left the company. My staying or leaving had
no impact on their decision. The problem
really affect them because I heard that in 2012 they started laying off the
remaining staff when they were unable to pay their salaries. Even when we were
still making a lot of profits MD never agreed to celebrate staff or successful
completion of projects, he believes that our salaries was our benefits. To my
amazement, Flynn inferred that “outwardly celebrating successes also can be a
source of motivation for the team”(2008). Human capital is very essential in
organizational development, Hewlett pointed out that “not only must leaders
understand human capital, but leaders must also possess the ability to effectively
deploy, link, and nurture it as one of the organization's most precious forms
of capital” (2006, p.39).
Reference
Error! Not a valid embedded object.Flynn, A., & Mangione, T. (2008). Five
steps to a winning project team. Healthcare
Executive,
23(1), 54–55. Retrieved from Business Source Premier database
Knowledge Leadership
Worksheets and Templates (PDF)
Northouse,
P. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks, CA: Sage Publications.
Rooney,
J., & Hopen, D. (2005). Part 4: Getting to the bottom of things. Journal for Quality
and Participation, 28(2), 15–21. Retrieved from Business Source
Premier database
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