Leadership Problems: Organizational Change

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.

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. 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 ap