Final Project - Speaker Notes and Presentation

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Final Submission: Executive Summary Presentation With Speaker Notes

In Module Nine, you will submit your final presentation. It should contain your compilation of your learning, incorporating all instructor feedback on your three previous milestones and showcasing the DMAIC process for your selected case study. It should be a complete, polished artifact containing all of the critical elements of the final product. It should reflect the incorporation of feedback gained throughout the course. This submission will be graded using the Final Project Rubric.

I've attached the rubric to this question, as well as the cumulative work from this semester so far (condensed into one paper) and then the feedback from previous submissions. You've assisted with the previous submissions, but I've attached the case study as a reminder. This should be easy since it's just speaker notes, 10 slides and reviewing the paper to ensure that all of the criteria is met and sufficiently explained. Thank you for your assistance on this final part of the project!

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WCM 610 Final Project Guidelines and Rubric Overview For the final project in this course, you will develop an executive summary presentation with speaker notes. Imagine that you are a human resource professional in an organization that is struggling with a conflict regarding a critical strategic project. Leaders in the organization are looking to you to assess the conflict, determine what the key issues are, and recommend an action plan to resolve it. Organizational managers, and especially human resource professionals, need to develop a mindset that sees organizational conflict as a naturally occurring, expected event in any organization. Conflict brings attention to “pinch points” in organizations and needs to be perceived as an opportunity for improvement, not as a distraction to the job at hand. This course introduces key concepts of organizational conflict in this context, and provides you with some common industry tools and templates you will use as you seek to understand the root causes of a conflict and develop action plans to address them. In this project, you will use organizational tools associated with the define, measure, analyze, improve, and control (DMAIC) process, a Six Sigma problem-solving methodology that many organizations use to solve a variety of issues. By following the rudimentary elements of the DMAIC process, you will define the problem, measure its impact on the organization, analyze the issue in order to assess how best to resolve it, develop recommendations to improve the situation (propose a solution), and suggest an ongoing process to ensure the proposed solution controls the issue, preventing a flare-up or reoccurrence of the original issue. The project is divided into three milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final submissions. These milestones will be submitted in Modules Three, Five, and Seven. The final product will be submitted in Module Nine. In this assignment, you will demonstrate your mastery of the following course outcomes:      Analyze conflicts involving organizational culture for determining the root causes of dissonance between organizational values and the individual values of its members Propose data-driven processes that determine critical variables present in conflicts between employees for addressing organizational conflict situations Develop evidence-based strategies for addressing future conflicts involving organizational culture Assess the effectiveness of organizational leadership for informing organizational leaders on how to increase employee engagement, foster collaboration, and build effective teams Develop appropriate gap-analysis strategies for assessing the congruence of ethical, moral, and legal variables present in conflict situations between employees and organizational values Prompt For your project, you will choose one of the case studies provided—Final Project Case Study One or Final Project Case Study Two—and develop an executive summary presentation with speaker notes and citations based on the case study. In your presentation, you will analyze the case study, determine the cause of the conflict, recommend corrective actions to resolve the conflict, and make recommendations to avoid similar conflicts in the future. Specifically, the following critical elements must be addressed: I. Defining Goals: In this section, you will summarize the desired resolution to the conflict in the case study based on your knowledge of the organization’s business goals, customer needs, and the process that needs to improve. A. Construct a problem statement that clearly articulates the personnel conflict that has arisen. Be sure to consider the project scope and futurestate goal in contextualizing the conflict. B. Complete a stakeholder analysis, identifying the key stakeholders that are involved in or affected by the current situation and future-state goal as articulated in the problem statement. C. Develop a high-level suppliers, inputs, process, outputs, and customers (SIPOC) process map, identifying the quantitative and qualitative variables that are likely to contribute to the conflict. II. Measuring Performance: In this section, you will create a process to gather data on the current situation. A. Propose a process to effectively collect data on the identified variables (from the SIPOC analysis) and appropriately evaluate it. B. Construct an Ishikawa diagram (fishbone diagram) of the variables that contribute to the conflict, selecting the critical variables that require further analysis. C. Describe the role of these critical variables in developing corrective changes to address the conflict in the problem statement. III. Analysis: In this section, you will begin to create a picture of what the future state will look like, focusing on the proposed solution. A. Determine the root causes of the conflict by assessing the variables you identified and the information provided in the case study. B. Construct questions you would ask of the stakeholders (voice of customer) if this were a live situation to pressure test your initial assessment of the probable root causes. C. Using the “Five Whys” process, construct additional questions you anticipate needing to ask as stakeholders answer your initial question. IV. Improve: The goal of this section is to demonstrate that the solutions you propose should resolve the organizational conflict in the case study, leading to an improved future state. A. Recommend appropriate corrective actions to address the previously determined root causes of the conflict. B. Propose quantifiable metrics that could measure progress in implementing the recommended corrective actions. C. Identify potential areas of resistance to the recommended corrective actions, providing recommendations to reduce such resistance. D. Assess the effectiveness of various leadership styles on employee engagement and employee empowerment in the case study. E. Determine how an effective team-building process could have prevented some of the issues with the dysfunctional team in the case study. You might consider team-building models like Drexler/Sibbet or Tuckman. F. Recommend effective leadership styles and team-building processes that organizational leadership could use to promote increased employee engagement and foster collaboration moving forward. V. Controls: This section will recommend methods that should help ensure the proposed solution resolves the defined problem now and in the future. A. Describe how you would address ethical, cultural, and legal variables that present challenges when working with team members from different backgrounds and different geographic regions. Support your response with relevant examples. B. Explain how organizational values can be identified, validated, and codified to reduce the potential for organizational dissonance. C. Develop an appropriate gap-analysis strategy to periodically assess the congruence, or lack thereof, between an organization’s espoused values and its enacted values. Be sure to consider the ethical, cultural, and legal variables in the development of your gap-analysis strategy. Milestones Milestone One: Defining Goals In Module Three, you will take what you have learned about Define and begin your work on your selected case study, establishing the Define phase of the DMAIC process. This milestone is graded with the Milestone One Rubric. Milestone Two: Measuring and Analyzing Conflict In Module Five, you will provide the Measure and Analyze phases of the DMAIC process and apply them to your selected case study. You will first measure performance by creating a process to gather data on the current situation and then begin to create a picture of what the future state will look like, focusing on the proposed solution. This milestone is graded with the Milestone Two Rubric. Milestone Three: The Improve Phase—The Path to Solving Conflict In Module Seven, you will submit a draft of the Improve phase for your selected case study. It should focus on your Improve recommendations, while also probing those recommendations for unwanted consequences. This milestone is graded with the Milestone Three Rubric. Final Submission: Executive Summary Presentation With Speaker Notes In Module Nine, you will submit your final presentation. It should contain your compilation of your learning, incorporating all instructor feedback on your three previous milestones and showcasing the DMAIC process for your selected case study. It should be a complete, polished artifact containing all of the critical elements of the final product. It should reflect the incorporation of feedback gained throughout the course. This submission will be graded using the Final Project Rubric. Deliverables Milestone Deliverable Module Due Grading Three Graded separately; Milestone One Rubric Five Graded separately; Milestone Two Rubric 1 Defining Goals 2 Measuring and Analyzing Conflict 3 The Improve Phase—The Path to Solving Conflict Seven Graded separately; Milestone Three Rubric Final Submission: Executive Summary Presentation With Speaker Notes Nine Graded separately; Final Project Rubric Final Project Rubric Guidelines for Submission: Your executive summary presentation should be 10 to 12 slides in length, accompanied by speaker notes. It should be of professional quality. Use APA formatting and citations. Critical Elements Defining Goals: Problem Statement [WCM-610-01] Exemplary (100%) Meets “Proficient” criteria and problem statement demonstrates a complex grasp of the personnel conflict and how it relates to the project scope and future-state goal Proficient (90%) Constructs a problem statement that clearly articulates the personnel conflict that has arisen, considering the project scope and future-state goal in contextualizing the conflict Defining Goals: Stakeholder Analysis [WCM-610-01] Meets “Proficient” criteria and response demonstrates a sophisticated awareness of who is involved in and affected by the current situation and future goal as articulated in the problem statement Completes a stakeholder analysis, identifying the key stakeholders who are involved in or affected by the current situation and future-state goal as articulated in the problem statement Defining Goals: Process Map [WCM-610-01] Meets “Proficient” criteria and process map demonstrates keen insight into the quantitative and qualitative variables that are likely to contribute to the conflict Develops a high-level SIPOC process map, identifying the quantitative and qualitative variables that are likely to contribute to the conflict Measuring Performance: Identified Variables [WCM-610-02] Meets “Proficient” criteria and proposed process demonstrates keen insight into how to collect and appropriately evaluate data on identified variables Proposes a process to effectively collect data on the identified variables and appropriately evaluate it Needs Improvement (70%) Constructs a problem statement that articulates the personnel conflict that has arisen, considering the project scope and future-state goal in contextualizing the conflict, but problem statement is cursory, lacks clarity, or contains inaccuracies Completes a stakeholder analysis, identifying stakeholders who are involved or affected by the current situation and future-state goal, but analysis is cursory or contains inaccuracies, or stakeholders identified are not relevant given the problem statement Develops a SIPOC process map, identifying the quantitative and qualitative variables that are likely to contribute to the conflict, but process map is cursory or contains inaccuracies Proposes a process to collect and evaluate data on identified variables but proposition is cursory or illogical, collection method is not effective, or evaluation process is not appropriate Not Evident (0%) Does not construct a problem statement that articulates the personnel conflict that has arisen Value 6.4 Does not complete a stakeholder analysis, identifying the stakeholders who are involved or affected by the current situation and future-state goal 6.4 Does not develop a SIPOC process map 6.4 Does not propose a process to collect and evaluate data on identified variables 6.4 Measuring Performance: Ishikawa Diagram [WCM-610-02] Meets “Proficient” criteria and critical variables identified demonstrate a sophisticated awareness of the complexities of problem being addressed Constructs an Ishikawa (fishbone) diagram of the variables that contribute to the conflict, selecting critical variables that require further analysis Measuring Performance: Critical Variables [WCM-610-02] Meets “Proficient” criteria and description makes particularly cogent connections between the critical variables and the conflict articulated in the problem statement Describes the role of critical variables in developing corrective changes to address the conflict in the problem statement Analysis: Root Causes of Conflict [WCM-610-03] Meets “Proficient” criteria and determined root causes demonstrate keen insight into the complexity of the conflict Determines the root causes of the conflict by assessing the variables identified and the information provided in the case study Analysis: Questions of the Stakeholders [WCM-610-03] Meets “Proficient” criteria and questions demonstrate keen insight into the complexity of determining the root causes of conflict from stakeholder interviews Meets “Proficient” criteria and questions expertly integrate information provided and the “Five Whys” process Constructs questions to ask the stakeholders to pressure test the initial assessment of probable root causes Meets “Proficient” criteria and recommended actions demonstrate a sophisticated approach to addressing the causes of the conflict Recommends appropriate corrective actions to address the previously determined root causes of the conflict Analysis: Additional Questions [WCM-610-03] Improve: Corrective Actions [WCM-610-03] Uses the “Five Whys” process to construct additional questions that may need to be asked as stakeholders answer initial questions Constructs an Ishikawa (fishbone) diagram of variables that contribute to the conflict, selecting the variables that require further analysis, but variables selected are not logical or are not critical for further analysis Describes the role of different variables in developing corrective changes to address the conflict in the problem statement but description is cursory or contains inaccuracies, or variables discussed are not critical to resolving the conflict Determines the root causes of the conflict by assessing the variables identified and the information provided in the case study but determination is cursory or illogical Constructs questions for stakeholders to pressure test the initial assessment of probable root causes but questions are cursory or illogical Constructs additional questions that may need to be asked as stakeholders answer initial questions but questions are illogical or do not use the “Five Whys” process Recommends corrective actions to address the previously determined root causes of the conflict but recommendation is cursory or corrective actions are not appropriate Does not construct an Ishikawa (fishbone) diagram of the variables that contribute to the conflict 6.4 Does not describe the role of different variables in developing corrective changes to address the conflict in the problem statement 6.4 Does not determine the root causes of the conflict by assessing the variables identified and the information provided in the case study 3.2 Does not construct questions for stakeholders to pressure test the initial assessment of probable root causes 3.2 Does not construct additional questions that may need to be asked as stakeholders answer initial questions 3.2 Does not recommend corrective actions to address the previously determined root causes of the conflict 3.2 Meets “Proficient” criteria and proposed metrics demonstrate a nuanced approach to measuring the progress in implementing the recommended corrective actions Meets “Proficient” criteria and recommendations demonstrate keen insight into how corrective actions might be resisted Proposes quantifiable metrics that could measure progress in implementing the recommended corrective actions Proposes metrics that could measure progress in implementing the recommended corrective actions but proposal is cursory or illogical Does not propose metrics that could measure progress in implementing the recommended corrective actions 3.2 Identifies potential areas of resistance to the recommended corrective actions, providing recommendations to reduce such resistance Does not identify potential areas of resistance to the recommended corrective actions 3.2 Improve: Leadership Styles [WCM-610-04] Meets “Proficient” criteria and assessment demonstrates a complex grasp of the impacts of leadership styles on employees Assesses the effectiveness of various leadership styles on employee engagement and employee empowerment in the case study Does not assess the effectiveness of various leadership styles on employee engagement and employee empowerment in the case study 6.4 Improve: Team-Building Process [WCM-610-04] Meets “Proficient” criteria and determination demonstrates a complex grasp of what makes team-building processes effective Determines how an effective team-building process could have prevented some of the issues with the dysfunctional team in the case study Does not determine how a teambuilding process could have prevented some of the issues with the dysfunctional team in the case study 6.4 Improve: Effective Leadership and Team Building [WCM-610-04] Meets “Proficient” criteria and recommendations demonstrate keen insight into what makes leadership styles and team-building processes effective Recommends effective leadership styles and teambuilding processes that organizational leadership could use to promote increased employee engagement and foster collaboration moving forward Identifies potential areas of resistance to the recommended corrective actions, providing recommendations to reduce such resistance, but recommendations are cursory or illogical Assesses the effectiveness of various leadership styles on employee engagement and employee empowerment in the case study but assessment is cursory, illogical, or contains inaccuracies Determines how a team-building process could have prevented some of the issues with the dysfunctional team in the case study but determination is cursory, contains inaccuracies, or does not describe effective team-building strategies Recommends leadership styles and team-building processes that organizational leadership could use to promote increased employee engagement and foster collaboration moving forward but recommendations are illogical or are not based on effective leadership styles and team-building processes Does not recommend leadership styles and team-building processes that organizational leadership could use to promote increased employee engagement and foster collaboration moving forward 6.4 Improve: Quantifiable Metrics [WCM-610-03] Improve: Areas of Resistance [WCM-610-03] Controls: Ethical, Cultural, and Legal Variables [WCM-610-05] Meets “Proficient” criteria and response demonstrates a complex grasp of the potential challenges presented by ethical, cultural, and legal variables when working with team members from different backgrounds and geographic regions Describes method of addressing ethical, cultural, and legal variables that present challenges when working with team members from different backgrounds and geographic regions and supports response with relevant examples Controls: Organizational Values [WCM-610-05] Meets “Proficient” criteria and explanation demonstrates a keen insight into the potential for organizational values to reduce organizational dissonance Explains how organizational values can be identified, validated, and codified to reduce the potential for organizational dissonance Controls: Gap-Analysis Strategy [WCM-610-05] Meets “Proficient” criteria and gap-analysis strategy makes especially cogent connections between an organization’s espoused values and its enacted values Develops an appropriate gapanalysis strategy to periodically assess the congruence, or lack thereof, between an organization’s espoused values and its enacted values, considering ethical, cultural, and legal variables in the development of the strategy Articulation of Response Submission is free of errors related to citations, grammar, spelling, syntax, and organization and is presented in a professional and easy-toread format Submission has no major errors related to citations, grammar, spelling, syntax, or organization Describes method of addressing ethical, cultural, and legal variables that present challenges when working with team members from different backgrounds and geographic regions and supports response with examples, but description is cursory or contains inaccuracies, or supporting examples are not relevant Explains how organizational values can be identified, validated, and codified to reduce the potential for organizational dissonance but explanation is cursory, illogical, or contains inaccuracies Develops a gap-analysis strategy to periodically assess the congruence, or lack thereof, between an organization’s espoused values and its enacted values, considering ethical, cultural, and legal variables in the development of the strategy, but strategy is cursory, illogical, or not appropriate Submission has major errors related to citations, grammar, spelling, syntax, or organization that negatively impact readability and articulation of main ideas Does not describe method of addressing ethical, cultural, and legal variables that present challenges when working with team members from different backgrounds and geographic regions 6.4 Does not explain how organizational values can be identified, validated, and codified to reduce the potential for organizational dissonance 6.4 Does not develop a gap-analysis strategy to periodically assess the congruence, or lack thereof, between an organization’s espoused values and its enacted values 6.4 Submission has critical errors related to citations, grammar, spelling, syntax, or organization that prevent understanding of ideas Total 4 100% Running Head: CASE STUDY TWO 1 Milestone One Southern New Hampshire University Chanel Sharp December 1, 2018 CASE STUDY TWO 2 The current conflict in this global organization is the lack of an organizational growth implementation plan. When companies are small, they develop simple working processes and develop a certain culture based on these processes. As the company grows into a global company, the organization must be prepared to make some changes to their culture and processes in order to accommodate the new changes required. In establishing some of the conflicts that have occurred with the opening of a new branch, the first component to evaluate is the hiring process. The homegrown hiring in its current state does not cater to all the needs of the organization. Since this process requires hiring leaders from the company, potential leaders feel that if they are not chosen, they will quit their jobs. While the company may have used this method to maintain motivation, we realize that there are no alternative motivations aspects that might deter these potential leaders from staying with the company. Lack of motivation is mostly associated with job dissatisfaction which is one of the leading causes of employee turnover. The measures for considering the employees to hire are focused on performance evaluation among other things which has led employees to develop shortcut processes to increase performance. As the company grows, there must be established measures of maintaining quality control to avoid employees using shortcuts that produce poor quality output. Global organizations are forced to hire employees from different countries hence as the new branch is established the company has faced an immigration issue due to lack of prior planning. These changes must be predicted and foreplanned if organizations need to maintain high performance. When conflicts occur due to these changes, it is important to develop the right strategies for lasting solutions. There are several stakeholders involved in this crisis. One of the stakeholders will be the Human Resource Manager. The human resource manager will be responsible for making CASE STUDY TWO 3 changes in the hiring processes such as involving new talent from outside the company alongside with the homegrown hiring. Another important stakeholder will be the procurement officer who will be in charge of outsourcing. In this case, outsourcing will mean considering the employees from Canada for employment in the USA where he would be in charge of immigration processes. The executive management will be responsible for developing culture change strategies such as enforcing modification by including the immigrant hiring process as well as designing new considerations for hiring leaders. The executive management must also develop a better quality control measure to avoid shortcut processes being made. The employees of the company are also important stakeholders since they are all affected as they all want to be considered for positions in the new branch. They must be part of the solution since they can describe different ways of making changes to accommodate their needs as well. Customers as stakeholders will also be involved as they are the ones responsible for rating the best branches. This happens through their feedback as well as through customer statistics that evaluate the sales levels in all branches. Following the customer statistics, the company is able to develop and better itself. As stakeholders, the customers will play a great role in performance evaluation and propel company changes that will best fit customer needs hence benefiting them. The major issue in the company is lack of growth implementation plan with the variables involved including employee satisfaction, motivation rates, performance evaluation, immigration, and the hiring process issue. There are different variables involved in the company’s conflict hence different data collection methods would have to be used. One of these methods would be surveying the employees in order to understand employee satisfaction rates and motivation rates. These variables will be important in analyzing how well the company CASE STUDY TWO culture is standing in the face of growth and changes in the organization. Apart from surveys other methods that can be used to measure these variables would be questionnaires, interviews and focus groups where employees can get together and talk about the issues affecting the current expansion in the organization. For the variables of performance evaluation levels, the best method to use in understanding the branches that are performing the best would be the Voice of the Customer (VOC). This method collects data on customer needs and requirements where their feedback is analyzed to establish if a certain branch is meeting all these needs or not. This process will help expose the branches using short-cut work processes to increase performance because the final outputs will be undesirable to customers. The hiring process variable will require the use of interviews, questionnaires and focus groups where employees discuss the different issues regarding the current hiring process and what desirable changes would work better. The immigration issue is also a variable where the required data would be collected through online research using government websites as well as interviews with relevant personnel in the immigration departments. 4 CASE STUDY TWO 5 Potential employee turnover and poor working processes leading to poor quality of output Employee Satisfaction Employee Motivation Perfomance Evaluation Immigration Conflict due to lack of organizational growth implementation plan Hiring Process Ineffective hiring process and potential discrimination issues The identified variables will all be very important in developing solutions to the current conflict. Employee dissatisfaction is the main reason why some employees threaten to leave the company if not considered for certain positions. This is also related to the level of motivation where we realize that the employees may not have alternative motivations to keep them in the company. Losing talent in the company through employee turnover can be easily avoided. It is important to develop alternative means of motivations for the employees which will, in turn, increase their job satisfaction. Performance evaluation has been seen as the reason why employees develop shortcut processes in order to increase performance. While this might work in the short term, long-term effects such as poor quality of products are felt. To avoid this, it is important to establish quality control measures that ensure all processes work as designed to give quality output. The immigration issue will require handling all the relevant and legal processes CASE STUDY TWO 6 involved in hiring people from different countries. This process must be considered as a solution since sidelining Canadian employees from the job opportunity would be discriminatory. Developing a better hiring process will ensure that in future immigration issues are included and to also consider hiring from outside to gain new talent and to maintain company growth through slight changes in the culture. The root causes of the conflict in this organization are the changes needing to occur with the growth of the company. As the company grows globally, it is forced to have diverse employees in their branches as opposed to hiring on the demographics of the branch location. This growth has also established that the homegrown hiring process needs modification since not all the potential employees can be given the positions. This modification could include the introduction of new talent from outside. Performance evaluation has been based as part of the consideration for hiring processes. The new opportunities brought about by the growth forced some employees to develop shortcut work processes to increase performance. While motivation was seen to work with the homegrown hiring process, it seems ineffective with the growth as there are no alternative motivation aspects for the employees threatening to quit. Some of the questions to ask stakeholders would are as follows. • Is it important to consider employees from other countries to work in a branch outside their country? • How well is the homegrown hiring process working? What are some of the issues involved or changes that should be made to this hiring process? Would it be profitable and productive to hire new talent outside the company? CASE STUDY TWO • 7 What are the alternative strategies that can be used to maintain motivation in employees to avoid turnover? In answering the five why questions we can begin by asking, why is the organization having a crisis with the expansion changes in the company? The answer might be due to the fact that most employees want to be considered for these positions? The next question would be why do most employees feel they deserve to be considered for the position? Some stakeholders may answer that it is because homegrown hiring dictates so while other might answer that it is because they are the best performing teams. The next question would be why these measures? The answer will be because the company needs to maintain motivation while still performing highly. The next question will be why motivation and performance are expected to be maintained. Stakeholders will answer that it is because employees are important to an organization and high performance means meeting the customers’ demands. The last why question will be why employees are important and why customer needs must be met which could be answered that employees will maintain a company’s performances and the ability to meet customer demands will keep the company profitable and growing. Several actions can be taken in order to make changes to the conflict in the organization. The first action that can be taken in the organization in order to maintain cohesiveness is changing the hiring process of the organization. This organization would require to hire both the internal leaders as well as hire from outside. Hiring from outside would ensure new talent was acquired, and the potential leaders would stop feeling entitled. They would be content with the results of the hiring process due to fair competition from other people, and this would maintain a cohesive workforce. Also In regards to changing the hiring process, the company must include requirements for hiring foreigners in order to ensure their employees from other countries can CASE STUDY TWO 8 work in other branches as well. This would support diversity and sharing ideas for different branches hence unifying employees from all branches. It would also be important for the company to develop strict measures of ensuring all work processes are followed accordingly in order to maintain high-quality output. This would ensure that all employees follow similar work process in different branches hence pushing the organization to work towards achieving one goal. Some of the quantifiable metrics that could be used to measure the implementation of the recommended actions would be by following up on the new quality control measures to see how well they prevent employees from using shortcuts. The follow-up data can be collected through a survey on the employees in regards to how the quality control measures relate to their work processes. Another quantifiable metric of evaluating the implementation of the hiring process changes is through statistics on the employees in order to understand how diverse the employee group is and also to evaluate if all leaders are homegrown or there are new talents available. Some of the areas of resistance will be in changing the hiring processes especially in regards to changing the homegrown hiring to include new talents from outside. The employees and especially the potential leaders for the new branch would be against it as they would feel that they are in the risk of being robbed of this opportunity by strangers. This would require passing the information about the changes officially to all employees so that they know it is an official directive. Another area of resistance would be in the hiring of people from other countries to work in the new branch. There would be resistance due to cultural differences in a diverse work group setting. This would be dealt with through diversity training and cultural awareness. CASE STUDY TWO 9 The leadership style of homegrown leaders in the organization has been effective in delivering motivation to employees. Homegrown leadership allows employees to be motivated that if they work hard, they can develop to better positions with more responsibilities. This style also allows the organization to retain talent and have leaders with expert level skills to teach the other employees these skills. Following Tuckman’s theory of groups, it is easy to understand that the different stages in a group have different challenges hence it is important to understand these challenges in order to come up with the best solutions (Tuckman, 1965). The case study group seems to be in the storming stage as they have numerous challenges in regards to leadership. Potential leaders in different branches want to be acknowledged for the hiring position, and they threaten to quit if they are not given these opportunities. Some of them even result to using shortcut methods to increase performance in order to be considered for the opportunities. This group seems to have a lot of issues and conflicts. The storming stage is characterized by numerous challenges where all members of the group are seeking to establish themselves which relates to our case. Using this information, it is easier to understand that this group needs solutions that bring about cohesion in the group. One of the leadership styles that the organization could adopt is strategic leadership where this style supports the growth of the organization as well as ensures that the growth is in line with the main operations of the company (Vera & Crossan, 2004). This type of leadership will ensure that there is innovation in the company since hiring will increase new talent that will come in to stir up things and push forward with the growth. Some of the team building-building processes to adopt in the company is the development of a vision where all employees contribute toward developing a specific vision for the company. Being part of this vision will lead them to focus better on their work and to direct their tasks towards the organization's goals. The other CASE STUDY TWO team building processes that the organization could use is earning how to perform as a team. While the organization has many different branches, all of them must learn to work as one towards one vision. 10 CASE STUDY TWO 11 References Tuckman, B. W. (1965). Developmental sequence in small groups. Psychological bulletin, 63(6), 384. Vera, D., & Crossan, M. (2004). Strategic leadership and organizational learning. Academy of management review, 29(2), 222-240. WCM 610 Final Project Case Study Two. Southern New Hampshire University. WCM 610 Final Project Case Study Two You are a human resources manager for a global organization that produces and distributes soft drinks throughout the United States, Canada, and Mexico. The site has three existing manufacturing sites located in Jersey City, New Jersey; Los Angeles, California; and Toronto, Canada. Throughout the organization’s existence, there has been a history of “homegrown” hiring. Many of those now in leadership positions have been with the company from very early on. Corporate leadership feels strongly that employee morale has a significant impact on productivity and maintaining a culture of positivity is imperative to the organization’s success. Sales have significantly increased and the company plans to open a fourth bottling site in Dallas, Texas. Doing so will enable the firm to better serve its client base in the southwest region of the United States and Mexico. Sales are expected to grow as a result of this expansion, with positive impact on the existing three sites. The corporate leadership team has communicated that it will seek internal candidates for leadership positions in the new site, specifically for the plant manager, plant controller, and plant human resources director. A number of internal candidates have expressed interest in being considered for these positions. The following negative behaviors have begun to emerge:  Some of the high-potential candidates who have been told they are likely to be future leaders in the organization have communicated that they will apply for these positions when they are posted, but if they are not selected, they will seek employment outside of the organization.  Some site leaders may be changing the day-to-day operations of their site to positively impact their site’s performance metrics on a very short-term basis. This involves short-term changes to reduce cost, reduce workin-process levels, and reduce head count to positively impact monthly metric performance. However, these short-term changes could have long-term negative consequences.  Employees in the Canadian facility have also expressed interest in being considered for the leadership positions in Dallas, Texas. The Canadian site has the highest level of efficiency and an excellent customer service record, and it is best in overall financial performance. A challenge in considering candidates from the Canadian facility is ensuring compliance with United States immigration laws, which have greatly tightened under the Obama Administration. You have been tasked with developing the selection process by which the best candidate will be identified for each of the three leadership positions. You will manage the selection process you create, guiding the process to success by filling the three new leadership positions. The selection process needs to consider the following variables:       The candidates’ career paths The candidates’ leadership and management styles The candidates’ performances at their respective sites Employee morale at the respective sites, based on annual employee satisfaction surveys administered at each site Recommendations outlining how Canadian nationals can be considered for the openings Recommendations on managing potential voluntary attrition if high-potential incumbents are not selected for the position The following are process-excellence tools or procedures that could be used in process design:  Voice of the customer (VOC) is used to gather data to better define and understand customer needs. It helps provide critical features, parameters, and requirements for the desired outcome, helping better define the problem. It also provides a baseline of customer satisfaction (if desired), allowing for a way to assess if the proposed solution is viewed as an improvement.  Brainstorming generates a lot of ideas quickly to identify potential causes. Brainstorming encourages creativity, involves everyone, and generates excitement and energy.  The “Five Whys” push for root causes; start with the focused problem statement and then ask “why” five times.  Cause and effect diagrams, typically shown as fishbone diagrams, graphically display potential causes of a problem. Milestone One Feedback Milestone Two Feedback Milestone Three Feedback
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