Mgt_330

Quality Management MGT 330 Timothy Lucas 26 September 2010 The Army Reserves uses several control systems throughout the organization. From its own decision making process (MDMP or, the Military Decision Making Process) to AAR’s (After Action Reviews), which follow any mission or task accomplishment. These AAR’s feed directly into the decision making process and how opportunities and threats are responded to. Throughout this paper, I will discuss many of the processes and controls used by not only the ‘upper management’, but by those down in the trenches as well. The effectiveness and efficiency of an organization is determined by how well a manager performs the four essential managerial functions: planning, organizing, leading, and controlling (Jones & George, 2007 p.7). The following is a step-by-step description of the functional MDMP process, noticing the similarities to the steps managers must take in civilian organizations. Planning is the first step of this process. Once a mission or task is received, leaders must analyze the situation at hand looking at all factors and elements involved and decide what would be the best strategy to meet their goal. Then, they must develop a course of action to successfully complete the mission. Throughout the development of his/her plan, they must constantly be aware of the resources they have available, and the resources they have the ability to obtain to be effective and to obtain their objective. Once a plan is established, organizing a work structure with the people involved to productively and efficiently achieve the goals of the organization. Coordinating the plan and work structure is vitally important as well. The workers should be familiar with the assets they are using to be resourceful and successful. Upon completing the planning and organization, rehearsals of the course of action are performed to test their vitality and feasibility. If something doesn’t work, or a need for change to the plan arises, this is the time to do it. After making changes, they must rehearse again until it is decided the plan achieves the desired outcome (controlling). Once the plan is deemed a success, execution of the plan is the final step to the MDMP. Leaders and subordinates must fully understand the goals of the organization. During execution, leaders must constantly assess the progress, and be constantly on the watch for unexpected problems and the need for further change. When the mission/task is complete we use yet another functional control system known as the AAR (After Action Review). Leaders and subordinates gather together and examine the actions, successes and failures that took place during the mission. They identify sustains (what went right) and what could/should be done differently within the course of action to better achieve success. Not only are the actions analyzed, but the people involved are as well. Leadership styles and the strengths and weaknesses of those performing the tasks involved to carry out the plan are scrutinized also. Following the AAR, leaders return to the plan, implement the changes needed, administer rehearsals once again, and finally execute the plan. MDMP is a very functional and essential course of action in my organization. It plays a vital role in the accomplishment of any mission. This process itself is constantly being evaluated and improved upon. As a whole, this process incorporates all four steps of organizational control. It first, establishes the intent and goals of the organization. Secondly, it evaluates the actual performance of the plan and action. Next, it decides if standards have been met, exceeded, or not achieved. And lastly, it studies the results and decides if corrections to the plan were/are needed, or if the standards and goals have been set to high and what would be considered acceptable. In this step, it is also decided if there are leadership problems or issues with the workers. Evaluating leaders in the Reserves has a control system as well. Officers and Noncommissioned Officers (NCOs) are assessed using Officer Evaluation Reports (OERs) and Noncommissioned Officers with (NCOERs). These reports are an assessment the character, leadership skills, and leadership traits of each individual. Both provide a snapshot of the leader, placing emphasis on both the positives and negatives of their leadership qualities. This method provide the leaders the needed feedback to improve (or sustain) their leadership of their subordinates. The better leaders you have, the more likely you are to have highly motivated and efficient workers, thus, creating an accomplished and successful working environment and organization. Leaders in the Reserves are taught to lead by example. Having a positive and motivated attitude is usually easily carried onto your subordinates. If you emit a negative and pessimistic persona, your workers will most likely carry themselves the same. A good leader bases his/her leadership style by the attitude or candor and knowledge of their subordinates. If their workers are willing to learn and show a ‘can do’ attitude, it is easier for leaders to motivate and have better control of them. They can be given the freedom to make some decisions on their own, and take some risks needed to accomplish the mission. If the workers are lackluster in their performance and willingness to learn, the leader may have to resort to a stricter form of direct supervision to maintain behavior control throughout the group. Other systems developed in the Reserves, called knowledge sustainment systems are yet another asset leaders can use to improve their skills. These are information systems are used by leaders to share knowledge and information throughout the entire Army Reserve system. All of these organizations, which are internet based, allow leaders to find answers to questions they may have about a problem or an occurrence that someone else has previously dealt with or provide an answer a peer might be looking for or let them know where to find the solution. These knowledge systems not only help to maintain, but to improve their leadership skills necessary to lead a successful organization. These structures also offer a type of benchmarking between organizations. What one group has found to be successful can be carried on to other groups that can use the knowledge to be successful as well. This too can help leaders better meet the goals of the organization. a type of benchmarking between organizations. What one group has found to be successful can be carried on to other groups that can use the knowledge to be successful as well. This too can help leaders better meet the goals of the organization. Furthermore, leaders can better recognize the need for change not only within the organization, but, if needed, in their leadership style and skills as well. About the only dysfunctional control system I can think of would be our training system. Every month leaders make a training schedule for their unit. These schedules are completed and posted ninety days prior to the events taking place. Within those ninety days, there are usually so many changes that have taken place or other missions that arise that it is nearly impossible for other leaders to properly plan for and conduct the necessary training needed to be effective. Given the difficulty in planning, leaders, at times, appear unorganized and unprepared for the training needed to be conducted. Furthermore, some mission essential tasks are not properly trained for or executed. This disorganized appearance can sometimes affect their rating (NCOER/OER) in a negative way. Another problem that has/can result from this confusion is the leaders’ lack of desire to carry out what needs done because the upper management (leadership) places a lack of importance of the mandatory training. . Quality Management Reference Jones, G.R & George, J.M. (2007) Essential of Contemporary Management 2nd ed. The McGraw-Hill Companies Inc.