Leadership Problems: Organizational Change

Assessment and Problem Identification

The 4th Armored Brigade Combat Team (ABCT) faces a critical leadership problem affecting the unit’s delivery of its obligations and affecting its reputation. It meets poor management, and it can be broadly classified into challenges in human resources, physical resources, and poor organizational culture.

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There is a significant problem in human resource management in terms of training, deployment, handling of complaints, and anticipation of challenges. Most units have very high rates of turnover, affecting the training requirements. This challenge arises mainly from the synchronization between the personnel system and the local long-range training plan. There is no effective system in place for predicting human resource losses, thus loss of control of the training.

The methods of handling personnel complaints are insufficient. This has led to dissatisfaction as the leadership dismisses the complaints. This has led to most personnel wanting to leave the unit because they perceive the unit’s leadership to be dictatorial. This has also led to a failure of resolution of claims of sexual harassment against officers. Unacceptable justifications are given to explain the claims, such as claiming that CPT Cooper is friendly and also an extrovert.

Challenges in physical resource management are tied to human resource management. These challenges are related to equipment readiness and operation by qualified individuals. There is poor management of fleet modernization resulting from logistical challenges. There is also a mismatch between the equipment available and personnel trained to operate the equipment due to staffing shortages, as evidenced by the incident whereby an unlicensed officer was ordered to drive a Bradley resulting in severe injury to three soldiers.

There are significant challenges facing the organization’s culture. The complaint from a junior non-commissioned officer highlights the presence of sanctioned hazing masked as spirit building. Despite the critical role that subordinates play in the operations, the senior management is unwilling to involve them in decision-making. Besides, the leadership does not support coaching, counseling, and the overall development of subordinates. Most administration retains decision-making and is considered dictatorial.

The senior leadership has failed to provide mentorship and feedback to those under them, as evidenced by their failure to have a system in place for counseling company commanders on their performance. Captains also lack development guidance from their raters. This denies officers valuable leadership feedback on their performance. Most of them use a lack of reprimand as an indicator of excellent performance.

There is a weak structure for handling social issues such as domestic abuse, divorces, infidelity, and drunk driving. The chaplain lacks independence when addressing these issues and is often dismissed by the leadership. The chaplain’s input is an essential consideration because topics such as domestic abuse, infidelity, and divorce have their roots in the poor management of human resources.

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Vision

My vision is to transform the 4th ABCT into a well-managed military unit that can meet its obligations while maintaining the morale and cohesion of all its members. Changing the 4th ABCT into a well-managed company will make it competent enough to handle the NTC rotation or the ERI mission. This transformation will be achieved through the implementation of functional changes in human resource management, physical resource management, and organizational culture and transform the 4th ABCT into a capable unit during future endeavors and return its lost glory.

Methodology for Solving the Problem, Implementing the Vision, And Determining Success

Establishing A Sense of Urgency

Changes in the management of the 4th ABCT are needed urgently, with the timelines being limited by the impending NTC rotation and the future ERI mission. The unit cannot effectively undertake these obligations without addressing the existing challenges. Failure to solve the problem in leadership will lead to the loss of the company in terms of casualties and poor performance. All the stakeholders must be brought into the conversation to discuss the existing challenges and the need to effect change. This discussion will guide the approach that will be adopted in making the change.

Creating the Guiding Coalition

I will need to create a coalition composed of representatives from all units and departments. These representatives will bring in different skills and experiences that will tailor the proposed change to the needs of the organization[1]. To address human resource challenges, there will be representatives from units concerned with personnel training, mentorship, deployment, and handling of adverse events. To address physical resource challenges, there will be representatives from companies involved with equipment management, upgrading, and linkage with appropriate personnel. To address challenges in organizational culture, the coalition will require the services of representatives of subordinates, junior non-commissioned officers, and the chaplain.

Developing A Vision and Strategy

The vision created before will be presented to the coalition and other stakeholders and will serve as the roadmap to guide the change. The alliance will work to come up with an effective strategy for addressing the problems in management in the key areas: human resource management, physical resource management, and organizational culture. The representatives drawn from various units will be divided into three groups to come up with solutions to these problems. The vision will be implemented by creating effective systems of managing human resources, physical resources and creating a code of conduct that directs the organizational culture of the unit.

Communicating the Change Vision

The vision of change will be communicated throughout the 4th ABCT through the coalition of stakeholders. This approach will utilize the existing networks of communication and ensure a smooth cascading of the vision of change to the lowest cadres.

Empowering Broad-Based Action

When solving the management problems, challenges may arise from the bureaucracy that exists in dealing with HRC, equipment management, and the strained relationship between senior and junior officers and also senior officers and subordinates. These hindrances are core to the chief problem and must be addressed before the change can be implemented.

Anchoring New Approaches in The Culture

The implemented changes will require the support of various unit leaders and stakeholders to hold[2]. New soldiers deployed to the unit will be taught the new organizational structure of the company, and staff that adopts the recent changes will be incentivized to promote the adoption of these changes to the core of the unit.

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Human resource managers will keep up-to-date records on personnel management; equipment managers will keep detailed files on equipment acquisition, upgrading, and personnel training, while the chaplain will issue reports on social issues such as domestic abuse, infidelity, divorces, and drunk driving. These reports will guide the assessment of the impact of the changes and serve as a basis for setting further goals in implementing change.

Conclusion

The 4th ABCT is facing a leadership problem that stems from poor management of human resources, physical resources, and poor organizational culture. Urgent change is required before the unit deploys to the NTC rotation or ETI mission. Effecting appropriate change in these three areas in cooperation with relevant stakeholders will ensure that the company is competent enough to deliver its upcoming obligations effectively.

Bibliography

Canato, Anna, and Davide Ravasi. “Managing Long-Lasting Cultural Changes.” Organizational Dynamics 44, no. 1: 75-82. Web.

Matthias, W. G. “Successful Organizational Change Through Win-Win.” Journal of Accounting & Organizational Change 11, no. 2: 193-214. Web..

  1. Anna Canto, and Davide Ravasi, “Managing Long-Lasting Cultural Changes,” Organizational Dynamics 44, no. 1 (2015): 75-82. Web.
  2. Will, Matthias Georg, “Successful Organizational Change Through Win-Win,” Journal of Accounting & Organizational Change 11, no. 2 (2015): 193-214. Web.
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