During Week One Only You Have Two Parts To The Assignment

During Week Oneonly You Have Two Parts To The Assignmentpart Onedue

Identify the client and the management problem impacting their organization's performance. Submit a one-page description of the client and your relationship to them by Thursday night. Then, develop a 2-4 page paper discussing the client and analyzing a specific management problem within the organization, including potential causes and considerations. Support your analysis with at least two credible sources.

Paper For Above instruction

In today's dynamic organizational environment, effective management and problem-solving are essential skills for consultants aiming to facilitate positive change. This paper details the process of identifying a client and the core management problem impacting their performance, which forms the foundation for subsequent consulting interventions.

Client Identification: To begin, selecting an appropriate client is crucial. The client can be a small workgroup within a larger organization, a family business, a volunteer organization, or a small public entity. It is essential that the client is manageable and within your influence as a consultant, enabling you to effect change effectively. For example, rather than selecting a large corporation or government agency, focusing on a team within a company or a small community organization would be more appropriate. The relationship to the client should be clearly described in a one-page document, outlining the organization's scope and your connection, submitted by Thursday of Week One. This preliminary step, although ungraded, is mandatory for client approval and lays the groundwork for your consulting project.

Problem Identification: The next step involves pinpointing a specific management issue affecting the client’s organizational performance. This requires analyzing organizational goals, performance barriers, and existing data or perceptions relating to the problem. Factors such as involved stakeholders, the history of the issue, communication of expectations, decision-making processes, and potential ethical considerations should be explored. Asking critical questions—such as "Where does progress halt?" and "What factors contribute to the problem?"—aids in delineating the true root causes rather than symptoms. This comprehensive understanding enables you to propose targeted solutions aligned with organizational realities.

While identifying the problem, it is crucial to distinguish symptoms from underlying issues. For example, low productivity among certain employees may be a symptom of broader issues such as poor communication, lack of resources, or managerial deficiencies. Addressing only the symptoms without uncovering the root causes risks temporary fixes that may exacerbate the problem over time. Therefore, research and critical analysis, supported by at least two credible sources (excluding Wikipedia), are necessary to validate your findings and provide a solid foundation for recommendations.

The culmination of these activities is a well-structured 2-4 page paper that presents a thorough understanding of the client organization and articulates a specific management problem. The paper should include an analysis of causes, contributing factors, and considerations like ethical implications, with references supporting the discussion. This exercise not only demonstrates your ability to diagnose organizational challenges but also prepares the groundwork for devising effective, sustainable solutions in subsequent coursework.

References

• Daft, R. L. (2018). Management. Cengage Learning.
• Robbins, S. P., & Coulter, M. (2018). Management. Pearson.
• Kotter, J. P. (1996). Leading change. Harvard Business Review Press.
• Yukl, G. (2012). Leadership in organizations. Pearson Education.
• Hersey, P., & Blanchard, K. H. (1993). Management of organizational behavior. Prentice Hall.
• Ulrich, D., Brockbank, W., Johnson, D., Sandholtz, K., & Younger, J. (2012). HR competencies: Mastery at the intersection of people and business. SHRM.
• Schein, E. H. (2010). Organizational culture and leadership. Jossey-Bass.
• Fisher, R., & Ury, W. (2011). Getting to yes: Negotiating agreement without giving in. Penguin.
• Harvard Business Review. (2019). Diagnosing organizational problems. Harvard Business Publishing.
• Goh, S. C., & Merali, Y. (2006). "Process improvement and problem diagnosis in organizations." International Journal of Production Research, 44(4), 773–794.