The A-1 Unit*

I.Time Context:
Months after the operation of the A-1 unit of a popular government agency

II. Viewpoint Consultant

III. Statement of the Problem * A-1 was not a formally established staff. * The allegiance of the members towards the A-1 unit. * Group complaints about the heavy workload/multitasking * Alex Marasigan and Tino Torres do not contribute their fair share of the task. * The unclear assignment between the mother unit and the A-1 unit. * Agency’s concern seemed emphasized mostly to production and less to people. * Muñoz doesn’t want them to see him as a pushy and domineering head.

IV. Objectives * Whether to design the A-1 unit with permanent staff. * Whether another training seminar is necessary to recruit more members to the A-1 workforce. * Whether another refreshing course is necessary to put Marasigan, Torres, and the rest of the members back on track. * Whether the A-1 unit be treated and defined to have an independent power and authority with respect to personnel concerns.

V. Areas of Consideration * Understaffed and overload of assignment * Group complaints about the heavy workload, bottlenecks, and prioritization of assignments that the staff receives both from the respective home bases and the A-1. * Ambiguity to distinguish leader’s power and authority.

VI. Alternative Courses of Action * Establish A-1’s staff; Hire new employees and conduct training seminars that is necessary for recruitment.
Advantages:
* Creates an independent staff design more closely to the attainment of the unit’s goals and objectives. * Unclear assignment arrangement between the mother unit and the A-1 can be eliminated.
Disadvantages:
* Hiring and selecting new potentials naturally entails costs. * Hiring and training of a newly hired employee is time consuming. * Ask more responsibility to the company. * Engage the group to other social activities
Advantages:
* This motivates them to foster none discipline and dedication. * People feel significant. Everyone feels that they make difference to the success of the organization. * Members of the unit feel they are valued also and that they may see that the company is not only concerned on production but to people also.
Disadvantage:
* Time consuming * Establish and clearly define Muñoz’s authority and leadership towards his subordinates.
Advantages:
* Gives a clear view of the flow of power and authority within the workplace. * Less supervision by the mother unit.
Disadvantage:
* Muñoz will primarily be responsible and is entitled then to whatever actions and matters that concerns the A-1 unit.

VII. Recommendation * Engage the group to other social activities * Establish paternalistic style of management * There must be a contingency approach to leadership * Reorganize the structure of the agency through establishing personnel independence of the A-1 unit. * Member of the A-1 unit must have no standing responsibilities in its mother unit aside from those he received through A-1.

VIII. Conclusion * The level of situational control a leader has in the case of Muñoz is a moderate one. * The task and authority delegated to him is relatively ambiguous. * Alternating personnel from A-1 to the mother unit and vice versa had confused and caused much trouble to the members of the agency.