Organizational Issue

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Pick a major organizational issue with which you are familiar or have had experience. There’s no limitation to your creative imagination when detailing your scenario. Keep in mind however, that this project has the possibility to be difficult and is quite similar to what organizational executives routinely expect from their decision-makers on short notice.
After you have selected a major organizational issue, refer to the Scenario Planning: A Snapshot of 4 Futures document.
Next, download the Scenario Planning Worksheet: A Snapshot of 4 Futures and fill it in. You may find it helpful to view this example before you begin your work.
Create a paper that explains the four scenarios, discuss their implications, and explain how they could make the present strategy of the company/industry more robust.

Sample Solution

Organizational issues can be a challenge for some companies to overcome as they try to improve and manage their daily operations. The first step to resolving organizational issues is to acknowledge that there is a problem and identify the source. Some organizational issues are more common than others, but they can all be challenging to overcome. Turnover is one of the organizational issues. High turnover refers to an organizational issue where employees leave their companies frequently and at high volumes. To compensate, an organization has to regularly hire new people to fill those roles. This can take up company resources and cause delays in company workflows.

There are other contingency theories that provide a more continuum based approach such as Redding’s theory of leadership and management, however Fielder’s description of how situational factors affect the leadership style required for the situation is extremely useful in understanding the fundamentals of leadership (Pettinger, 2007). Chelladurai in his Multi Dimensional Model of Leadership, expands on much of Fiedler’s theory but in a continuum based approach, in which the leader can adapt their leadership style to fit the situation (Chelladurai and Madella, 2006). Chelladurai’s theory is taken from sports psychology but can be applied to an organisational scenario. It provides a much more empirical categorisation of task structure, clearly differentiating a plethora of situations that require certain leadership styles for success. Chealldurai found three characteristics that affect the leadership style required for a situation, called antecedents, they mainly expand upon Fiedler’s situational factors and leader – member relations and ultimately affect how a leader should behave towards a situation. The first are situational characteristics, the environment in which the leader must perform, the second are leader characteristics, the experience, personal qualities and skills of the leader, and the third are member characteristics, the motivation, skill and experience levels of group members (Chelladurai and Madella, 2006). The situational characteristics and member characteristics have a required behaviour to ensure maximum group performance, they also have a preferred behaviour to ensure the satisfaction of group members, if the leaders actual behaviour matches both the required behaviour and preferred behaviour of the situation the consequence is maximum group performance and satisfaction. However, if the group are not performing and achieving goals or are not satisfied or both, then the leader is able to amend their actual behaviour to improve this. Leaders able to monitor performance and satisfaction, and understand what is required to amend the situation will achieve optimum group performance in Chelladurai’s model

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