One of the biggest complaints among managers is the huge amount of time they have to spend in meetings. Ideally the purpose of meetings is to put everyone’s heads together to solve a problem or make a decision. But far too often they can lead to unproductive, time-wasting conversations and even conflict. For this assignment, think about some recent meetings you’ve attended where a significant decision had to be made. Think carefully about how some of the problems regarding group decision making that were discussed in the background readings apply to what you’ve experienced. Then write a 2- to 3-page paper addressing the following issues: Are all voices equally heard, or are some people afraid to speak up? Are participants in the meeting afraid to contradict senior management?Is time spent at the meetings productive, or is a lot of time wasted?Are the decisions that are made solid ones? Or do they suffer from problems mentioned in the background materials such as groupthink?Are ideas expressed at meetings creative and original, or are original ideas discouraged?Based on what you’ve described in Questions 1–4 above, what kind of group decision-making process would you recommend be used in meetings you attend? Base your answer on readings from the background materials such as Sims (2002). SLP Assignment Expectations Follow the assignment instructions closely and follow all steps listed in the instructions.Stay focused on the precise assignment questions; don’t go off on tangents or devote a lot of space to summarizing general background materials.Make sure to cite readings from the background materials page. Rely primarily on the required background readings as your sources of information.Include both a bibliography and in-text citations. See the Student Guide to Writing a High-Quality Academic Paper, including pages 13 and 14 on in-text citations. REF: Anderson, D. R. (1990). Increased productivity via group decisionmaking. SuperVision, 51(9), 6. [ProQuest] Braintools (2017). Brainstorming: Generating many radical, creative ideas. Retrieved on 18 March 2017 from www.mindtools.com/brainstm.html CDC (2017). Gaining consensus among stakeholders through the nominal group technique. Retrieved on 18 March 2018 from www.cdc.gov/healthyyouth/evaluation/pdf/brief7.pdf Haughey, D. (2017). Delphi technique: A step-by-step guide. Retrieved on 18 March 2017 from www.projectsmart.co.uk/delphi-technique-a-step-by-step-guide.php Sims, R. R. (2002). Chapter 8: Decision making. Managing Organizational Behavior. Westport, CT, USA: Greenwood Press, pp. 205-210. [eBook Academic Collection. Note – you don’t have to read the whole chapter, just the section on group decision-making]

PJM440 MOD6 Discussion Post Please reply to the below post in at least 250 words  Required Chapters 19 & 20 in Quality Management for Organizational Excellence: Introduction to Total Quality Huq, Z. (2017). A competency model for assessing six-sigma implementation readiness. American Journal of Management, 17(5), 10-23.   Slides 227-256 in the PowerPoint supplement to Quality Management for Organizational Excellence: Introduction to Total Quality Recommended Ghete, A. I., Cioca, L. I., & Belu, R. (2018). Benchmarking in manufacturing companies. FAIMA Business & Management Journal, 6(1), 45-51. Oschman, J. J. (2017). The role of strategic planning in implementing a total quality management framework. The Journal for Quality and Participation, 40(3), 29-33. References American Society for Quality (ASQ). (2018). Design of  experiments (DOE). Retrieved from  http://asq.org/learn-about-quality/data-collection... Campbell, D. T., & Stanley, J. C. (1963). Experimental and quasi-experimental design for research. Boston, MA: Houghton Mifflin Company. Goetsch, D. L., & Davis, S. D. (2016). Quality management for organizational excellence: Introduction to total quality (8th ed.). Upper Saddle River, NJ: Pearson Education, Inc. Tague, N. (2005). The quality toolbox (2nd ed.). Milwaukee, WI: ASQ Quality Press.  Module 6: Discussion Forum                  What  is the rationale for continual improvement, and what is management’s  role in continual improvement? Should managers pursue an extremely  costly improvement that nets only a very small improvement? Why or why  not? Tip: Include at least one current (published in the  most recent 5 years), scholarly, peer-reviewed reference in supporting  your answer. The required reference can be found in the CSU Global  Library by conducting an advanced search specific to scholarly  references. Reply to at least two peer discussion posts to this weekly  discussion prompt. Replies must be substantial and constructive in  nature. Answering any questions posed by your instructor or classmates  is also expected. Discussion question responses should be at least 200-300 words,  referenced, and submitted by Thursday midnight. Reference the  Required/Recommended reading materials or provide reference to a  CSU-Global Library article of your choice.

Part 1 Describe  a complex project that could be completed using a Hybrid Model.   Describe the hybrid model? Why do you feel that this model is better for  this type of project? What would be the impact of completing the  project using a different approach?  Part 2 See attached Dell Case Study document Case Study Overview:  In  February 2017 the Team Project Manager and Flow Project Coordinator for  Dell Technologies-Limerick (Ireland), is preparing for a review with  Dell's Systems and Processes Improvement board, early in a transition  from the use of one agile software development method (Scrum) to another  (Flow, which applies lean manufacturing techniques to software  engineering). The new manager has been on board for less than six  months. With ten years' prior software development experience in Brazil,  he moved to Ireland when hired by Dell. Dell is midway through its  attempts to transform from a manufacturing-heavy strategy to an  IT-supported service-heavy strategy; its recent acquisition of EMC is an  important step in that direction, and executives expect Flow will help  globally-distributed software developers produce higher quality code,  faster, in follow-the-sun mode. The Flow coordinator/champion recognizes  Flow is a complex innovation; it will take time and focus for busy  software developers (who only recently mastered Scrum techniques) to  master new Flow techniques. The champion is also concerned that needed  digital Kanban functionality (essential for supporting globally  distributed teams using Flow) has not yet been approved or provided by  the Dell IT organization in Texas; this and other obstacles are impeding  the developers' transition to Flow. Keen to demonstrate his commitment  to help Dell achieve these aims, he worries that some executives expect  performance improvements sooner than teams can realistically deliver. He  seeks to persuade executives to be both patient and helpful. As he  plans his 20-minute presentation for the next day's meeting, he is told  to keep his remarks to executives simple: highlight no more than three  messages.  Questions: What should Ferreira do next to accelerate Flow Adoption?  What three points should Ferreira make at the 7 Feb 2017 SPI Board Review? Review the seven lean manufacturing principles and demonstrate how Ferreira used them when implementing Flow.  Part 3 Case Study Overview:     In  conventional business and government megaprojects--such as  hydroelectric dams, chemical-processing plants, or big-bang  enterprise-resource-planning systems--the standard approach is to build  something monolithic and customized. Such projects must be 100% complete  before they can deliver benefits: Even when it's 95% complete, a  nuclear reactor is of no use. On the basis of 30 years of research and  consulting on megaprojects, the author has found two factors that play a  critical role in determining success or failure: replicable modularity  in design and speed in iteration. The article examines those factors by  looking at well-known megaprojects, both successful ones, and cautionary  tales.    Mega Project Case Study is attached     Using the megaproject case study  answer the following:       Build  and describe a complex model that can be used to manage the  mega-project described in the case study linked above.  Your model  should include the following:    Overview of the process Pictorial design of the process Description of each phase Explanation as to why this process will work when managing megaprojects.