Donald Kunkel ePortfolio
Organizational Challenges
Outcome I: Integrate and apply key business concepts and theories to create and implement solutions for real world organizational challenges.
My Reflection on Meeting this Outcome:
My first artifact, MBA 500, highlights my comprehension and application of Hersey and Blanchard’s Situational Leadership model to address organizational challenges. The Situational Leadership model is designed very well, and it has an easy-to-follow framework used for improving performance for individuals, teams, or entire organizations. As the model’s name suggests, there isn’t one effective way to manage or lead, it is dependent on the situation. The theory “is based on an interplay among (1) the amount of guidance and direction (task behavior) a leader gives; (2) the amount of socioemotional support (relationship behavior) a leader provides; and (3) the Performance Readiness” (Hersey, et al, 2013, p 40). Furthermore, the Situational Leadership model provides managers a mechanism they can use to influence follower behavior through four distinct leadership styles, which are (S1) Telling, (S2) Selling, (S3) Participating, and (S4) Delegating (Hersey, et al, 2013). I learned how a leader applies the type of leadership style (S1 – S4) depending on the follower’s performance readiness level. Consequently, I used Hersey and Blanchard’s model to solve a real-world problem I was having in my Air Force Air National Guard organization. As a manager, I successfully evaluated each of my subordinate’s performance readiness levels and I applied the proper situational leadership styles to each member, and I was able to effectively improve their performance and help the organization. (See Artifact I)
My second artifact, MBA 544, showcases my understanding and effective use of the political, economic, social, and technological (PEST) analysis tool that I used to evaluate the United States Postal Service (USPS) operations by observing internal and external factors that were affecting its business and employees. Furthermore, PEST analysis is a great “analytical tool that focuses attention on political, economic, sociocultural and technological trends that managers need to be aware of” (Hayes, p.179). In addition, I conducted a thorough strengths, weaknesses, opportunities, and threats (SWOT) analysis on the USPS and found very useful information to improve its operations. Consequently, after analyzing the Postal Service’s organization and operations, it was surmised that there is a lot of room for improvement. Using the information revealed from the PEST and SWOT analysis tools made it easy to see that the USPS needs to reduce costs, increase profits, and improve their culture. The evidence highlights the most need for change in the Postal Service’s leadership and union interaction because those are the biggest issues that affect profit margins, productivity, and morale. Once the analysis was complete, I proposed three major areas that the USPS needed to focus its cost-saving reforms (See Artifact II)
My third artifact, MBA 544, is an in-depth project where I effectively implemented a real-world organizational change plan for the Air Force. Furthermore, I was the First Sergeant for my organization, and we were having a high rate of physical fitness failures, which I was charged to fix. As leaders, we have to remember that we are often tasked with overseeing organization change and to help guide employees through the process by providing expectations to them along the way (Stobierski, 2020). First, I identified a lead change agent and key stakeholders who would be responsible for leading the change plan. Second, I used root cause analysis to determine the main culprit for the fitness failures versus focusing merely on the failures. One tool that I used was the 5-Whys method. Hayes (2018) explained the 5 Whys methodology stating, “The five whys is a diagnostic tool that can be used to identify and eliminate the root cause of problems'' (p. 848). Once I determined the root cause I quickly created a change schedule and identified the key resources I needed to correct the issues. At this point, it’s important for the change agent to monitor the progress of the change plan and conduct feedback. Elzinga (n.d.) states, “While organizations monitor their change progress through reports and updates, feedback is often overlooked. I’m now seeing more organizations recognizing how important it is to monitor their progress through employee feedback” (para 1). Lastly, I ensured that there were proper sustainment efforts in place to make the change process take effect and evaluated the success through key indicators. The change process was effective and was accepted by the organization and is still in use today. (See Artifact III)
My Future Learning Goals Related to this Outcome:
My reflections and artifacts demonstrate my knowledge and application of key concepts and theories while solving real-world organizational challenges. I plan to continue to use what I have learned from my reflections and apply them into my leadership roles in the military and civilian careers. I’m in the process of creating a professional development course in situational leadership, and once complete my goal is to develop a change management course. The intent is to teach what I’ve learned to Non-Commissioned Officers in the Air Force. This will ensure that I continue to hone these skills through repetition and learning from helping others learn and apply these concepts.