9-1 Final Project Submission: Executive Summary Presentation with Speaker Notes Instructions Submit your final presentation. The power point should be 10 to 12 slides in length, and should represent a

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9-1 Final Project Submission: Executive Summary Presentation with Speaker Notes


Submit your final presentation. The power point should be 10 to 12 slides in length, and should represent a compilation of your learning, incorporating, and showcasing your DMAIC process for your selected case study.

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.

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 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.

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

(ATTACHED) 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 future state 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.

9-1 Final Project Submission: Executive Summary Presentation with Speaker Notes Instructions Submit your final presentation. The power point should be 10 to 12 slides in length, and should represent a
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, Califor nia; 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 wit h the company from very early o n. Corporate lea dership 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 si te 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 c ommunicated 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 ap ply 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 metr ics on a very short -term basis. This involves short -term changes to reduce cost, reduce work – in-process levels, and reduce head count to positively impact monthly metric performance. However, these short -term changes could have long -term negative consequen ces.  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 over all financial performance. A challenge in considering candidates from the Canadian facility is ensuring compliance with United States i mmigration laws, which have gre atly tightened under the Obama Administration. You have been tasked with developing the s election 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 proces s needs to consider the following variables:  The candidates ’ career paths  The candidates ’ leadership and management styles  The candidates ’ performance s at their respective sites  Employee morale at the respective sites , based on annual employee satisfaction sur veys administered at each site  Recommendation s outlining how Canadian nationals can be considered for the openings  Recommendations on managing potent ial voluntary attrition if high -potential incumbents are not sele cted for the position The following are process -excellence tools or procedures that could be used in process design:  Voice of the c ustomer (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 desir ed), allowing for a way to assess if the proposed solution is viewed as an improvement.  Brainstorming generate s a lot of ideas quickly to identify potential causes. Brainstorming encourages creativity, involves everyone, and generates excitement and ener gy.  The “Five Whys ” push for root causes; start with the focused problem statement and then ask “why” five times.  Cause and effect d iagram s, typically shown as fishbone diagram s, graphical ly display potential causes of a problem.


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