Problem Identification
Organizational development depends on the ability of the company to identify and solve most of its problems. As training based organization, Al Shaheen L.L.C Company faces many problems, especially those related to a change in curriculum and instruction in the work setting (Al – Shaheen, 2011).
The major problem facing the company is the increase in technological complexity of the organization. Notably, the technical problems arise from goal setting, leadership and communication in the company (Hoy & Hoy, 2009).
Since training is a very important aspect of the organizational development, it is important for the company to develop an internal mechanism of dealing with technical complexity and other operation uncertainties (Al – Shaheen, 2011).
Research Theories Related to the Problem
Technical complexity is a very difficult problem to solve as most consultants and researchers would agree that the normal technical support in the company is critical to the organizational success (Hoy & Hoy, 2009).
Product customization, consulting and training are the main recommended ways of offering solution to the problems affecting the organization. Perhaps, this is the reason explaining Al Shaheen’s interest in offering experienced training and encouraging development business (Al – Shaheen, 2011).
As a service sector, the research theories related to the problem of technical complexity include the industry lifecycle and its evolution theory because they play a very significant role in explaining technical complexity in the organization (Hoy & Hoy, 2009). It is through understanding the relevant theories that one would be able to identify and intervene in solving the organizational problems.
The company was categorical in explaining the distinction between operations involving the organization’s product and other training services, which it offered. Apparently, this could propel the organization to exploit the services for financial gain (Hoy & Hoy, 2009).
Particularly, the company had the knowledge that innovation was the key aspect of product development, thus it had to incline its training towards a more innovative approach than mere theoretical aspects.
Considering the industry lifecycle theory, it is apparent that the organizations become complex as they develop into different life stages (Cheung-Judge & Holbeche, 2011). Each complete cycle in the organization’s system presents a stage in its development and gives rise to certain degree of complexity in the manner in which the company’s affairs are run.
For instance, as the company assets, products and services loom large, running the affairs becomes complex. Therefore, it needs a pragmatic design that allows industry dynamics to interplay and create a competitive environment based on cost and technological advancement (Hoy & Hoy, 2009).
On industrial evolution theory, the research indicated that the firm’s dynamics are based on consumer demands. This means that the company would only invest in areas where the demand is high (Hoy & Hoy, 2009).
As the industrial services evolve, the company is also compelled to shift its services to tailor with the changing customer requirements and evolution of technological invention. Mostly, evolution of technology makes the operations to be very complicated, thereby necessitating the actions, which would harmonize the organizational activities.
Measurable Objectives Related to the Problem
Some of the measurable objectives related to the problem of technical complexity include some of the following. Basically, the main objective is to identify the existence of the problem (Cheung-Judge & Holbeche, 2011).
In essence, identifying the real problem is very crucial in formulating the policies that aim at providing the best solutions to the problem (Anderson, 2009). Ideally, the extent to which the company is able to identify the problem is measurable and could be determined by observing the signs depicting the dilemma.
Another measurable objective is to develop connection with other stable companies so that the firm might increase its capacity to the needs of consumers, employees and other stakeholders of the organization (Cheung-Judge & Holbeche, 2011).
Through increasing capacity, the organization will equally experience a rise in complexity and the way of doing its activities. In this manner, the company might be capable of enhancing its modes of operation.
In addition, the company has to verify the pre-determined annual operation cost so that unnecessary expenses are minimized (Cheung-Judge & Holbeche, 2011).
This is relatively important in underscoring the optimal management changes in the company so that it could deal with the effects of the organizational complexity. In fact, such verification makes the operation easy and reduce the cost, thus the company may realize marginal profit from its activities.
Participants and Change Agents
Notably, the people who could be involved as participants and change agents include the company management and other stakeholders. Again, all the management personnel such as the general managers, the directors and business development executives are to be included to participate in the operations, the selected employees would also get chances to make their contributions (Anderson, 2009).
Finally, the company would appreciate the participation of some shareholders such as the Ultra Electronics among others.
Problem Diagnosis
There are many causes of technical complexity within the organization. For example, as the organization expands in the country, region and around the globe, it opens several branches in the new areas, employs workers in such places and has to coordinate the operations of all the branches (Cheung-Judge & Holbeche, 2011).
For this reason, the organization’s database has to be developed to cope with the rising need and complex operation and management structures. Clearly, the industry cycles have profound change on the service levels in the organization, which might contribute to the company’s complexity.
Technological progress in the company could also give rise to technical complexity (Anderson, 2009). This is because, as the company adopts sophisticated modes of operation, such as computerization, the management is forced to undergo basic training on how to use the new and complex operation systems (Anderson, 2009).
Therefore, it means that introducing a new technology in the company operations would increase technical complexity.
Procedures of Solving the Problem
For the company to solve the problem of technical complexity in an adequate manner, the process of doing this has to be procedural. This would be the sure way of becoming successful in solving the complex issues in the company. In this regard, the company should follow the procedure as explained here.
Step I. Problem Determination: here, the company has to accept that technical complexity is a problem and affects the company’s operation (Singapore Math, 2012).
Unless the company is able to come into terms of the reality surrounding the problem and its existence, it might not be able to provide meaningful solution. Problem determination also involves establishing the constraint failures of this particular problem, thereby planning for possible intervention (Singapore Math, 2012).
Step II. Initial Analysis of the Problem: this involves the analysis of specific constraint. In fact, it helps in gathering high-level and particular information that might have led to the failure (Singapore Math, 2012). This helps in determining whether the problem is severe or mild and could enable the company to get the most probable grounds, which led to the mistake.
Step III. Determine Source of Failure: this is an investigation of all issues, which might be behind the problem. From this analysis, the company would be able to come up with a single or probably two particular loopholes responsible for the error (Singapore Math, 2012). In this step, the company establishes the design failure that is used in solving the problem.
Step IV. Isolate the Problem Area: here, isolation of the particular problem results from examining the other possible errors, giving a summary and detailed analysis showing that the isolated problem is indeed, specific (Singapore Math, 2012). Therefore, it gives the specific and general information that is responsible for the failure.
Step V. Isolate the Specific Problem Cause: in this analysis, the major cause of the problem is identified and singled out. Notably, this is the appropriate way to correct the error since the company will not operate on assumption and mere guess work (Singapore Math, 2012). The cause is dealt with specifically in order to offer a permanent solution.
Step VI. Offer and Verify the Solution: after isolating the problem and its specific cause, the company outlines the strategy for resolution based on the level of its severity (Singapore Math, 2012).
In this manner, the resolution model would be directed to the problem, thus finding solution becomes easy (Singapore Math, 2012). The strategies and outcome are then verified to ascertain if they actually offer solution to the problem of technical complexity.
References
Al – Shaheen. (2011). Al Shaheen LLC. Web.
Anderson, D. L. (2009). Organization Development: The Process of Leading Organizational Change. New York, NY: Sage Publications.
Cheung-Judge, M. & Holbeche, L. (2011). Organization Development: A Practitioner’s Guide for OD and HR. New York, NY; Kogan Page.
Hoy, A. & Hoy, W. (2009). Instructional Leadership: A Research-Based Guide to Learning in Schools, (3rd Ed). Boston, MA: Pearson Education, Inc.
Singapore Math. (3 Jan 2012). Step-By-Step Problem Solving, Grade 7. Singapore: Frank Schaffer Publications.