Applied Problem Solving in the Workplace Portfolio: Case Analysis of the UK Military

2021-07-09 20:34:58
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The views that have been presented here do not express the direct affirmation of the UK Military neither do they imply the position of the affiliated learning institution regarding the subject discussed. The analysis that has been carried out remains the views of the author and is entirely meant for the academic purpose. Therefore, the author remains liable for the content presented in the publication. The use of this paper remains under the jurisdiction of the author and the institution of learning upon a stipulated consent.

 

Portfolio Introduction

Problems in an organisation is a common occurrence, which calls for constant evaluation of the structure and strategy to ascertain the level of success needed for long-run results. In such a case, firms and sectors in the corporate world require a comprehensive problem-solving approach and mechanisms to enhance the output associated with the area of specialization (Fisher, Greiff, and Funke, 2012). The reason behind a multidimensional approach to the mitigation of organisational challenges is the need for cost reduction and risk minimisation. Although the setup and operation of companies differ, the process of problem-solving is undertaken to solve the challenges experienced in particular section or timeline follow specific methodologies that are acceptable across the globe. The problem-solving prototypes are important models founded on theoretical evidence and tested over time, which can be linked to valid outcomes. Such a scenario has led to scholarly evaluations and the establishment of different approaches used to solve organizational problems (Fisher, Greiff, and Funke, 2012). This portfolio examines different problems in the UK Defence Department by establishing model-based approaches to the proposed solutions. The paper is divided into sections corresponding to the activities associated with the analysis of each task.Theme A Approaches to Problem-Solving

Activity 1a: Identifying Complex Problems

The process of eliminating the problems in an organisation requires a multidimensional approach to the identification of the specific issue (Fisher, Greiff, and Funke, 2012; Lowy, 2011). Since the magnitude of the shortcomings in a corporate setup differs based on the nature of occurrence and area of specialization, problems in an organization can be identified as simple or complex. In most cases, simple problems are addressed within a short timeframe and using limited resources; however, complex problems in a firm call for advanced approaches when seeking to establish the best solution that can enhance sustainable and long-run outcomes. Complex problems can affect the entire organization or a section of the core setup. Nevertheless, since departments are interrelated, the identification process for any organisational problem is a critical part of problem-solving. At this stage, the implication of each occurrence is ascertained to determine the level of mitigation strategies needed (William, 1995; Cavaleri, Firestone, and Reed, 2012). Such measures depend on the professional ability of the experts to determine the scope associated with the problem. Therefore, several complex challenges that exist in an organisation have been enumerated in Activity 1a Table below.

Figure 1a: Identifying Complex Problems

Identified complex problems Poor leadership structure in the organisation Inappropriate Talent management Low profit leading to acquisition and merger Employee turnover

Characteristics of the problems The problem is associated with the nature of process and resource management The problem is related to the management of key skills and competencies in the human resource department The problem is related to the balance between the costs and revenues, and the latter exceeds the invested resources The problem regards the balance between the employees who leave an organization and those who join where those who quit their jobs are many

Why are these problems considered complex rather than simple? Challenges in the form of leadership affects the entire managerial activities and expectations in the organisation Talent management is essential for competitive advantage and innovation. Poor approach may lead to the lack of growth The purpose why investors engage in business is to generate profit; however, lack of monetary gain leads to escalated costs and business discontinuity High turnover rates affect the human resource performance thus the output of the organisation will decline. The problem cuts across all the department of the organization

Activity 1b: Identifying Complex Problems in the UK Defence Department

The increase in the budgetary strains in the defence department in the United Kingdom is an issue that was first witnessed in 2014 but has attracted the attention of the state in the recent years (Wyatt, 2013). The need for a sustainable approach to the existing challenges is one of the major concerns of the stakeholders across the country and beyond. The changes witnessed in the economic performance level is part of the external forces that have increased the implication of the challenges exhibited. The strains experienced regarding the financial allocations and budgetary shifts have affected most of the logistic-based operation in the military and the entire defence scope. However, the current measures undertaken have indicated a positive implication. Nevertheless, the debate regarding the appropriateness of the corrective implementations carried out in the department is still under consideration. Several areas and activities in the UK military have been altered by the current decisions and proposals from reviews that have been carried out to assist in mitigating the financial. On the other hand, reports have indicated the diverse challenges that have emanated from the changes and the financial shortcomings in the defence department (Goldrick, 2015). The following table presents the summary of the compound logistic-based problems that have characterized the UK military.

Figure 2: Identifying Complex Problems Within the UK Defence Department

Identified complex problems (brief details) Overdependence on reservists in major military roles Increasing cost of the army over the last three years Balancing between a low number of regular officers and sustaining the military capacity Enhancing the resilience of the military and the morale of the officers amid local and international expectations

Characteristics of the problems The problem is associated with increasing the number of reservists because the approach is cost-effective The challenge regards the sufficiency of the annual allocation for the department based on local and international missions The problem relates to the ned of keeping the capacity of the UK military to international competitiveness while maintaining a low number of the regulars The shortcoming is characterized by the need for a competitive working environment for military officer amid the need for budget reduction

Why are these problems considered complex rather than simple? Overdependence on the reservists to reduce the cost of associated with the department affects the capacity and the reliability of the UK military Increase in cost of operation affects the nature of the outcome of each mission and leads to financial constraints The ability of the army regarding the local and international needs remains one of the most critical areas of defence The problem is complex because it involves the entire managerial and employee engagement processes in the military department

Activity 2: Systems Thinking

The process of aligning the structure and the strategy of the organization calls for a multidimensional approach to the management process. The consideration of the operations and resources of a firm as a system enables the creation of a holistic approach to planning and implementation. Although limited evidence exists regarding the level to which an organisational system can guarantee results, it is clear that the use of technology allows managers to effectively link the policies, the processes, the people, and the practice for long-run results. A system thinking approach is essential in problem-solving since all the dimension of any shortcoming can be entirely scrutinized to ensure that the level of outcome is in line with the anticipated performance metrics (Fisher, Greiff, and Funke, 2012). On the other hand, several factors have been associated with the lack of systemic success. Confused goals, inappropriate choice of technology, poor organisational designs, limited investment and incentives, and inappropriate talent acquisition have been linked to reasons behind system failure. However, the incorporation of leadership, managerial performance, and team-level goal setting can lead to dynamic organisational growth and change implementation.

Furthermore, the use of technology allows organisations to operate using models that can enhance efficiency. In such a case, scholars have depicted the two possibilities that emanate from the use of technology: the organisation could alter the nature of the technology, or the adopted technology could change how the operations of the organization are undertaken (Senge, 2006). In whichever the case, a holistic view of the organization is essential when seeking to solve the problems facing a firm where the occurrence on a unit is regarded from the perspective of how it could impact the interrelated section of the business. Such managerial viewpoint is central to problem-solving approach in the corporate sector. A consideration of the UK military shows that the need for budgetary sustainability should be given a system thinking approach for multidimensional implementation and success (Wyatt, 2013).

Activity 3: A Model for Complex Problem Solving

Problems in an organisation is a common occurrence, which calls for constant evaluation of the structure and strategy to ascertain the level of success needed for long-run results. In such a case, firms and sectors in the corporate world require a comprehensive problem-solving approach and mechanisms to enhance the output associated with the area of specialization (Fisher, Greiff, and Funke, 2012). The reason behind a multidimensional approach to the mitigation of organisational challenges is the need for cost reduction and risk minimisation. Although the setup and operation of companies differ, the process of problem-solving is undertaken to solve the challenges experienced in particular section or timeline follow specific methodologies that are acceptable across the globe. The problem-solving prototypes are important models founded on theoretical evidence and tested over time, which can be linked to valid outcomes. Such a scenario has led to scholarly evaluations and the establishment of different approaches used to solve organizational problems (Fisher, Greiff, and Funke, 2012). This portfolio examines different problems in the UK Defence Department by establishing model-based approaches to the proposed solutions. The paper is divided into sections corresponding to the activities associated with the analysis of each task.

The process of eliminating the problems in an organisation requires a multidimensional approach to the identification of the specific issue (Fisher, Greiff, and Funke, 2012; Lowy, 2011). Since the magnitude of the shortcomings in a corporate setup differs based on the nature of occurrence and area of specialization, problems in an organization can be identified as simple or complex. In most cases, simple problems are addressed within a short timeframe and using limited resources; ho...

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