1) What are the different current issues related to an organization's management and strategy.

2) How to identify issues that are problems or opportunities to the organization?

Answer:

1. Different current issues related to a small business management and strategies are given below:

Failure to develop key competencies and behaviors:

Work in the organizations; commonly encounter a lot of hardworking people who have good purposes. However, despite the working experience, technical talent, and subject-matter expertise many leaders take to the table, creating a high-performance business is often still out of reach.

Poor communication and feedback:

Lack of honest, effective, and open discussion about the team members' practices, techniques, skills, or behaviors is another difficulty in the small business. Without a culture of openness, feedback, and coaching, businesses will struggle to grow.

Lack of awareness:

Building a reliable business takes hard work and a strong awareness of the culture and environment in a business. Most managers are very busy people, a lot of things striving for their attention. In addition, market conditions can change fast in a velocity, uncertainty, complexity, and ambiguity world and demand vast portions of a leader's time.

2. How to identify issues that are problems or opportunities to the organization are given below:

Broaden your focus:

The concept of multiple scenes is essential when dealing with people, too—solving the difficulty of just one or a small group of those affected generally leads to opposition from other stakeholders. So instead, plan a combined approach that uses the roles and goals of all key people included in complex problems into consideration.

Define the boundaries of the problem:

After gathering the data and considering the stakeholders, the next step is to exclude all the factors not directly related to the problem. You aim to focus on the cause, its key drivers, and their effect, so it's essential to set the boundaries. These boundaries should be adequately open to including all the related cause-effect relationships but enough to avoid generalization and a loss of focus. Use these boundaries to build a new, clear description of the problem you are solving.

Distinguish causes, effects, and key stakeholders:

 Within these boundaries, it's time to focus on the circumstances and possible solutions. What are the main reasons for the problem, and what are the potential effects of those causes? What are some potential solutions, and the impact of those solutions? Who are the main stakeholders who hold to benefit from a shift in the system? How can they be a portion of the solution? Keep in mind that a particular effect can emerge from multiple causes, and a single cause can have various impacts on a system.

Examine future developments:

Once the source of the problem is well defined, begin analyzing future paths. Make forecasts based on past and current aims and patterns for how the situation might evolve in the future.