Checklist of Organizational Problem Areas

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Organization and Change > Forum > Checklist of Organizational Problem Areas

Checklist of Organizational Problem Areas
Remco Gerrits
I discovered the following useful checklist of typical organizational problem areas:
1) Dysfunctional organizational structure.
2) Poor financial control.
3) Interpersonal conflict.
4) Lack of quality checks.
5) Lack of management and leadership skills.
6) Safety risks.
7) Marketing inefficency.
8) Poor communication.
9) Tactical mistakes.
10) Poor vision.
11) Lack of competitiveness.
12) Slow response to customer demands.
13) Failure to adapt to new technology.
14) Insularity.
15) Resistance to change.
Source: Carol Harris - The NLP Guide to Being a Management Consultant, 2001
Is this list complete? Please reply and add!
 

 
Checklist of Organisational Problem Areas
Barbara Kozlowska
16) A blame culture which stifles creativity and innovation.
 

 
Sounds like every organization
Phil Zaczek
Sorry, there's no utopia unless you work for yourself and have no staff. Deal.
 

 
Typical Organisational Problem Areas
Karl SUN
17) Poor alignment of business and IT
 

 
Frequent Organizational Problems
Vivek Joshi
18) Internal capabilities out of sync with business goals
19) Low accountability
 

 
Checklist of Org. Problems
KC Lim
Well, this checklist will be what the textbooks say. However, it appears that in real life, despite all these problems, some organizations do thrive.
The main reason for this success will of course be the economic situation (with the current meltdown, it will be interesting to see what management theories will arise to sustain the companies).
A second reason for ignoring these problems is that it takes a lot of efforts, time and money to address them. This is weighed off against the same to improve overall company sales and profits.
 

 
Look for positive shared needs first
Erwin Gijzen
A great checklist in itself. In using it though, be careful not to focus on negatives. Instead, look for a positive shared need you can make people enthousiastic about. Then use the list to remove some of the biggest hurdles.
 

 
Interesting Era for Managing Change
Thornton Joubert
There is definetly a era ushering in that will require a "different animal" to manage change. I feel that the main focus the next year or two will be that whatever change is identified, will have to be cost effective or else don't do it.
 

 
Additional Organizational Problems
Jaebez Poudiougou
20) Lack of adequate resources to meet the projected performance
21) Poor allocation of resources
22) Conceptual, cultural and psychological problems
 

 
Checklist of Organizational Problem Areas
R Hallagan, Management Consultant, United States, Member
Depending on the business you're in, I suppose many more could be added; however, if an organization has too many of these, remember that you are only looking at the symptoms, not the root of the problem(s). Multiple problems always lead to a 5. failure in competent leadership at the top.
 

 
Foundation and Alignment of Organizational Values
Ron Banerjee, Financial Consultant, United States, Premium Member
23. Lack of alignment of organization's mission and vision with the values of the organization and its employees.
Rokeach defined values as 'enduring beliefs that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence.' Rokeach divided values into two types:
- Terminal Values. These are desirable end-states of existence. These are the goals that a person would like to achieve during his or her lifetime. These values vary among different groups of people in different cultures.
- Instrumental Values. These are modes of conduct; preferable modes of behavior. They are means of achieving the terminal values.
It is necessary for an organization to understand what the org is promoting in terms of what it believes in - yes, an absolute cornerstone of the org culture. However, if programmatically the organization does not reflect the same values that they say they have, or more importantly, the org members don't FEEL LIKE their org's values are aligned with those the members believe to be important to themselves or believe should be important to the organization, then there is a major disconnect and that is problematic.
 

 
Rokeach Values Theory
Jaap de Jonge, Editor, Netherlands
@Ron Banerjee: Thank you for adding to the list. Indeed the values or lack thereof and their alignment with the mission and vision can also be a source of organizational problems.
The TERMINAL VALUES in Rokeach's Value Theory and Survey are:
1. True Friendship
2. Mature Love
3. Self-Respect
4. Happiness
5. Inner Harmony
6. Equality
7. Freedom
8. Pleasure
9. Social Recognition
10. Wisdom
11. Salvation
12. Family Security
13. National Security
14. A Sense of Accomplishment
15. A World of Beauty
16. A World at Peace
17. A Comfortable Life
18. An Exciting Life

The INSTRUMENTAL VALUES are:
1. Cheerfulness
2. Ambition
3. Love
4. Cleanliness
5. Self-Control
6. Capability
7. Courage
8. Politeness
9. Honesty
10. Imagination
11. Independence
12. Intellect
13. Broad-Mindedness
14. Logic
15. Obedience
16. Helpfulness
17. Responsibility
18. Forgiveness
Sources:
Milton Rokeach 1973, "The Nature of Human Values", New York: The Free Press.
Milton Rokeach 2000, "Understanding Human Values", Free Press.
19-8-2019
 

     
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