Assignment 1: Identify The Client And The Problem

Assignment 1 Identify The Client And Identify The Problem1identify T

Identify the client you will work with, such as your work group, a family business, a volunteer organization, or a small organization where you can influence change as a consultant. Do not select large entities like the military, national government, or large corporations. Describe your chosen client and your relationship to them in a one-page Word document.

Additionally, identify a management problem within this client that you will explore during the course. Complete a 2-4 page paper discussing the client and the management problem. Use the provided guiding questions to analyze the problem, considering goals, stakeholders, causes, and factors contributing to the issue. Emphasize understanding the distinction between symptoms and root causes of the problem.

Paper For Above instruction

The selection of an appropriate client for management analysis is a crucial first step for any consultancy or organizational intervention. The client ideally should be a small, manageable group or organization with whom the consultant has a direct relationship, enabling influence and effective problem-solving. For example, a work team within a small business, a family-owned enterprise, or a volunteer organization are suitable choices, whereas large entities like the U.S. government or multinational corporations are not recommended for this assignment due to their complexity and scale (Meyer & Allen, 1997).

In this context, the student must describe the client and their relationship to it succinctly, providing enough background to establish credibility and understanding. This description should include the nature of the organization, the role of the student within it, and any relevant interactions that inform their perception of the problem. Clarity in this initial step ensures the subsequent identification and analysis of the management issue are grounded in a real-world context (Cameron & Quinn, 2011).

The second component involves identifying a specific management problem that warrants investigation. This problem should be significant enough to merit course exploration and should be suitable for recommending solutions. To do this effectively, students should examine organizational goals, stakeholder involvement, and existing data that illustrate or support the perception of the issue. A detailed analysis of the problem involves questions such as: What are the goals of the organization or team? Where does progress falter? Who is involved, and how are expectations communicated? What are the temporal aspects of the problem, such as how long it has persisted?

Moreover, considerations around contributing factors—such as organizational politics, structural issues, decision-making processes, technical skills deficiencies, or ethical concerns—should be examined. Distinguishing between symptoms and the root causes of the problem is vital; managers often misdiagnose symptoms (like low productivity or poor morale) without addressing underlying issues such as inadequate training, unclear communication, or systemic organizational flaws. Effective problem identification lays the foundation for meaningful intervention (Schein, 2010).

Research is essential for this assignment, requiring a minimum of two credible sources beyond Wikipedia. These sources should deepen understanding of organizational analysis and provide frameworks for diagnosing and addressing management problems. The final deliverable is a 2-4 page paper that encapsulates the client's background, the identified problem, and an initial analysis based on the guiding questions. This paper will serve as the basis for further coursework and problem-solving activities in subsequent weeks.

References

• Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and Changing Organizational Culture. Jossey-Bass.
• Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace: Theory, research, and application. Sage Publications.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
• Robbins, S. P., & Coulter, M. (2018). Management. Pearson.
• Burke, W. W. (2017). Organization Change: Theory and Practice. SAGE Publications.
• Fisher, R., & Ury, W. (1991). Getting to Yes: Negotiating Agreement Without Giving In. Penguin Books.
• Heifetz, R., & Linsky, M. (2002). Leadership on the Line: Staying Alive Through the Dangers of Leading. Harvard Business Review Press.
• Daft, R. L. (2015). Organization Theory and Design. Cengage Learning.
• Lencioni, P. (2002). The Five Dysfunctions of a Team: A Leadership Fable. Jossey-Bass.
• Yukl, G. (2013). Leadership in Organizations. Pearson.