WCM610 SNHU Milestone 3 The Improve Phase The Path To Solving Conflict

WCM610 SNHU Milestone 3 The Improve Phase The Path To Solving Conflict

For this third milestone, submit a draft of the Improve phase of the DMAIC process for your selected final project case study. It should focus on the recommendations you will propose to resolve the conflict or conflicts in the organization, while also probing those recommendations for unwanted consequences. The Company is Phone Systems. Inc, rubric and past assignenments attached.
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WCM 610 Milestone Three Guidelines and Rubric
Overview: For this last milestone, due in Module Seven, you will submit a draft of the Improve phase of the DMAIC process for your selected final project case
study, which should focus on the recommendations you will propose to resolve the conflicts in the organization, while also probing those recommendations for
unwanted consequences.
Prompt: First, review your previous two milestone submissions as well as your discussion posts. Also, refer to the Define, Measure, and Analyze Supplementary
Documents you studied as well as to the details contained in the final case study you selected. Be sure to reference the work you completed in the Module Six
small group discussion as well, wherein you identified and analyzed each of Tuckman’s five stages of group development as it pertains to your final project case
study.
Next, draft a paper that proposes the solutions you believe will resolve the organizational conflict in the case study, leading to an improved future state, as your
Improve recommendations. Remember to include specific potential unwanted consequences that may arise from your Improve recommendations.
The following critical elements should be addressed:
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.
 What corrective actions could you recommend be implemented to address the root causes of the conflict that you previously determined?
 What types of quantifiable metrics can you propose to measure progress in implementing the recommended corrective actions?
 What are three potential areas of resistance to your recommended corrective actions, and what ameliorative suggestions can you offer to
reduce such resistance?
 How effective are the various leadership styles on employee engagement and employee empowerment in the case study?
 How has your experience with the team-building process from Tuckman’s theory of group formation dynamics informed your Improve
recommendations? Further, what are your thoughts on the value of implementing Tuckman’s five areas of group formation dynamics in
preventing some of the issues with the dysfunctional team in the case study?
 What are some effective leadership styles and team-building processes that organizational leadership could use to promote increased
employee engagement and foster collaboration?
Be sure to reference your text, the DMAIC Supplementary Documents, and any other course resources to support your answers. You may also conduct some
independent research for additional sources to include in your references.
Instructor feedback on this milestone should be used to inform your final project submission, the executive summary presentation with speaker notes.
Guidelines for Submission: Milestone Three should be 2 to 3 pages in length (excluding title and reference pages) with double spacing, 12-point Times New
Roman font, one-inch margins, and citations in APA style. Cite your sources within the text of your paper and on the reference page.
Instructor Feedback: This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center. For more information,
review these instructions.
Note that the grading rubric for this milestone submission is not identical to that of the final project. The Final Project Rubric will include an additional
“Exemplary” category that provides guidance as to how you can go above and beyond “Proficient” in your final submission.
Critical Elements
Improve:
Corrective Actions
Proficient (100%)
Recommends appropriate corrective actions to
address the previously determined root causes
of the conflict
Improve:
Quantifiable
Metrics
Improve: Areas of
Resistance
Proposes quantifiable metrics that could
measure progress in implementing the
recommended corrective actions
Identifies potential areas of resistance to the
recommended corrective actions, providing
recommendations to reduce such resistance
Improve:
Leadership Styles
Assesses the effectiveness of various leadership
styles on employee engagement and employee
empowerment in the case study
Improve:
Team-Building
Process
Improve: Effective
Leadership and
Team Building
Articulation of
Response
Determines how an effective team-building
process could have prevented some of the
issues with the dysfunctional team in the case
study
Recommends effective leadership styles and
team-building processes that organizational
leadership could use to promote increased
employee engagement and foster collaboration
moving forward
Submission has no major errors related to
citations, grammar, spelling, syntax, or
organization
Needs Improvement (75%)
Recommends corrective actions to address the
previously determined root causes of the
conflict but recommendation is cursory or
corrective actions are not appropriate
Proposes metrics that could measure progress
in implementing the recommended corrective
actions but proposal is cursory or illogical
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 teambuilding 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
Submission has major errors related to
citations, grammar, spelling, syntax, or
organization that negatively impact readability
and articulation of main ideas
Not Evident (0%)
Does not recommend corrective actions to
address the previously determined root causes
of the conflict
Value
15
Does not propose metrics that could measure
progress in implementing the recommended
corrective actions
Does not identify potential areas of resistance
to the recommended corrective actions
15
Does not assess the effectiveness of various
leadership styles on employee engagement and
employee empowerment in the case study
15
Does not determine how a team-building
process could have prevented some of the
issues with the dysfunctional team in the case
study
15
Does not recommend leadership styles and
team-building processes that organizational
leadership could use to promote increased
employee engagement and foster collaboration
moving forward
15

Submission has critical errors related to
citations, grammar, spelling, syntax, or
organization that prevent understanding of
ideas
Total
10
15
100%
Measuring and Analyzing Conflict
Stephanie Kimber
October 7, 2017
Measuring and Analyzing Conflict
Measuring performance
Data collection is an essential process in facilitating the measurement and analysis of the
conflict within the organizational setting. The Supplier, Input, Process, Output, and Customer
(SIPOC) diagram is an essential tool in collecting fundamental data to be used in evaluating the
primary source of the variations as well as in designing the most appropriate solution to solve the
conflict within the system. To identify why the outlet is performing poorly, the data the main
variables that will be evaluated will be the policies, people, procedures, and technology. Factors
related to each of the variables will be explored. These include; pricing, promotion and
marketing procedures, systemic failure, customer response, costs, customer service, workforce
competence, and product and service quality.
Data collected from these variables is essentially qualitative in nature and would require
the use of scales that outline the strength of the feedback gathered. The stated variables define
the basis of the core elements and practices of the business. Generally, they cut across the
fundamental business practices and stakeholders, from management, processes to customers. The
primary source of the variation lies in one or several elements, and its effects spread across the
entire business. A fishbone diagram is a useful tool used to identify many different causes and
the effects of a problem (Elgendy, 2014).
In essence, the poor performance in the company’s outlet is critically rooted in one of the
integral systems and identifying the actual source of the problem is important in formulating the
appropriate corrective measures to improve the quality of service. Each of the variables will be
weighed in relation to the company’s goals and mission as well as the industry requirements
which define the operational requirements and the competitiveness. Besides, these elements are
significant in determining the effectiveness and efficiency of the processes used as well as the
quality and cost of services. Therefore, identifying the source of the problem is essential in
designing and implementing appropriate corrective techniques which match the customer and
industry standards and expectations. Besides, this will help the management to realize their
hidden weaknesses which may be weighing down on their general output and performance in the
wake of competition.
Fishbone diagram
People
Policies
Management
Performance
Quality
Culture
Pricing
Feedback
Marketing
Procedures
Personnel
Competence
Safety
Competition
Systems
Technology
Poor
performance
Analysis
From the variables identified, the cause of the conflict is probably rooted in the
technology element. Mobile phone companies operate in a highly competitive and dynamic
industry. Primarily, players in this industry must invest heavily in the acquisition or operational
systems that cut down the operational costs while at the same time enhancing the efficiency of
the services delivered. The quality of services in this industry is highly dependent on the
technology used since as the operational costs are reduced significantly, then it is possible to
bring down the service charges and retain high returns and performance. Besides, technological
development enhances a firm’s competitive advantage through improved services and lower
costs. Better systems mean that the integrity of the services offered is equally improved and
therefore all the players within the firm can transact comfortably. These improvements are in line
with the customer and industry expectations and would allow the business to command and
retain a higher market share.
In a real situation, the main emphasis would be to evaluate and compare the cost of
investing in technology and its general effect in enhancing the competitive. The main question
would be on the strategic plan placed to constantly enhance the firm’s technological capacity and
the factors preventing the firm from developing an aggressive plan.
Besides, the following additional questions would be useful in pressuring the
management to assess the probable cause of conflict. The questions are based on the 5whys
which is a method that asks the question ‘why’ enough time until all the symptoms of a problem
are identified and the root cause of the problem is identified (Shelly & Rosenblatt, 2009).

Why is the business performing poorly?

Why are the revenues declining?

Why are customers not buying less products and services?

Why has the quality of products and services declined?

Why has the management not adopted an aggressive strategy to evaluate and
improve quality of products and services?
Conclusively, the company is facing a critical problem that is leading to declined
performance. This calls for the need to deploy an aggressive audit to determine why the
technology used in the business is not enhancing the quality of products and services despite the
industry requirements and customer demands.
References
Elgendy, M. (2014). 3D Business Analyst: The Ultimate Hands-on Guide to Mastering Business
Analysis . Mohamed Elgendy.
Shelly, G., & Rosenblatt, H. J. (2009). Systems Analysis and Design. Boston, MA: Cengage
Learning.
Defining Goals
Stephanie Kimber
September 20, 2017
2
Definition of the business goals indicates to the business the direction which they must quickly
act depending on their resource availability. The discussion identified the scenario in the phone
company which got scrutinized before major decisions get implemented. The article focuses on
the goals of the company and the stakeholders that get affected by the actions that the company
performs.
Problem statement
The company’s ultimate goal aimed at opening a new branch located in India. However, resource
constraints forced the company to determine at least a single branch that if closed might not
affect their stakeholders but also give them easy time running their new branch. George, (2012)
argued that the organization’s cross-functional team needed to come together and rank their
outlets in order of revenue produced. The information would assist them to determine the store
that they would close down based on underperformance. The least performing company would
get closed and the resources redirected at opening a new facility in India.
Stakeholder analysis
Stakeholders are important assets during decision-making process within Phone Systems Inc.
Shankar, (2013) explained that the company’s management executive needed to generate
solutions that would make the company’s beneficiaries feel accommodated. The stakeholders
that would get affected included the customers that acquired products and services from the
present stores and the perceived store that would open once the initial one gets closed. The other
stakeholders include the employees that worked in the various outlets. For instance when the
business closes they might lose jobs, or if the company expanded they would gain opportunities.
The company needed to put them first because they engaged the business activities on behalf of
3
the customers. Other insignificant stakeholders included banks, suppliers and service providers
to the business.Phases can be through DMAIC process;
A) Define the problem
B) Measure – data collection
C) Analysis – Analyse the data and develop solutions and/or alternative solutions
D) Improve/Implementation – implement proposed solution
E) Control – monitor, control and sustain implementation and improvement process
4
References:
George, M. L. (2012). Lean Six Sigma: Combining Six Sigma quality with lean speed. New
York: McGraw-Hill.
Rasmusson, D. (2016). SIPOC picture book: A visual guide to SIPOC/DMAIC relationship.
Madison, Wisc: Oriel Inc.
Shankar, R. (2013). Process improvement using Six Sigma: A DMAIC guide. Milwaukee, Wis:
ASQ Quality Press.

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