WCM610 Milestone 3 Final SNHU Organizational Conflict Case Study Complete a 2 page paper answering all questions in the rubric attached below. I have attac

WCM610 Milestone 3 Final SNHU Organizational Conflict Case Study Complete a 2 page paper answering all questions in the rubric attached below. I have attached my previous milestone assignments 1 & 2 as this will be the third and final installment so it must flow. I have also attached the case study itself. Follow the rubric in its entirety. 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.
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
10
Total
15
100%
WCM 610 Final Project Case Study One
Phone Systems Inc., an international company that manufactures telephone accessories, has four locations in the United
States: Syracuse, New York; Minneapolis, Minnesota; San Antonio, Texas; and Tampa, Florida. It also has facilities in
Great Britain, Germany, and Mexico. Phone Systems Inc. values diversity in its workforce, innovation in its processes,
and profitability in its products. The president of the board has been overheard saying, “You can’t please all of the
people all of the time. Sometimes profits come before personnel.” Phone Systems Inc. is contemplating opening a new
facility in India and has initiated the formation of a virtual team to evaluate this decision. An outcome of this project, as
directed by the company’s board of directors, is one of the facilities in the United States would be closed to fund the
creation of the new facility in India.
Below is a summary of the four sites.
Location
Syracuse, NY
Minneapolis, MN
San Antonio, TX
Tampa, FL
Year Established
1955
1968
1995
2001
Number of Employees
450
250
650
500
Syracuse, NY: This site is also the company’s global headquarters—the site where the company started. It recently
celebrated 60 years of service in the United States, and received a presidential citation from President Obama for its
dedication to keeping jobs in the United States. This site has an average years of service of 25 years, and the average
employee age is 50.5 years old. While this site has the longest history and tradition, it also scores lowest in internal
employee satisfaction surveys.
Minneapolis, MN: This site has undergone three downsizings in the past decade, reducing from 775 employees in 2005
to 600 employees in 2008 and 500 employees in 2010. It most recently underwent a considerable restructuring in 2013
to its current head count of 250 employees. The jobs were transferred to the San Antonio, Texas, site and Tampa,
Florida, site due to lower labor costs and higher levels of efficiency at both of these sites. The site pursued a grant
through the State of Minnesota for skills retraining, and was awarded a state grant of $300,000 to fund retraining its
incumbent workforce from 2015 through 2020. The company would be required to repay the State if any employees
were laid off from this site prior to 2020.
San Antonio, TX: This site is the “cash cow” of the company, as it has the highest level of efficiency, is the company’s
lowest-cost facility, and has the best overall record of performance. Its cost of operations is the lowest of all sites in the
United States. However, the site is currently the target of a union-organizing drive by the Communication Workers of
America. Employees pushed for an increase in wages, which was denied by management as the result of an analysis of
wages in the area for employees in similar industries. This prompted some employees to pursue joining a union. Any
attempt to curtail operations at the site, such as a union-busting move by the company, could create a potential legal
challenge with the international union.
Tampa, FL: This is the company’s newest site, and is second to the San Antonio site in cost and efficiency. It has a very
low level of attrition, and has the highest scores in the employee satisfaction survey. The site has received awards for its
solid performance in minority hiring, and has also been positively recognized as a leader in the local area for its excellent
diversity hiring practices.
A cross-function team comprised of three senior managers—plant manager, plant controller, and plant human resources
manager—from each of the four sites in the United States has formed to develop the strategy for the creation of the
new facility in India. One outcome that is non-negotiable by the company’s board of directors is one of the four sites in
the United States would have to close to fund the asset-reconfiguration project.
The group has met twice but cannot reach consensus on their objective. However, they have discussed a shift in the
project objective, and requested that the board of directors instead close the facility in Mexico. The site leaders agree a
site needs to be closed, but all are adamant that their respective sites should not be closed due to economic, political,
technical, and loyalty issues. Conflict among the team members involves the following issues:



Representatives from the Syracuse, New York, site are adamant that the site cannot close, as it is the world
headquarters site and each member of the board of directors lives in the Syracuse area.
Several members of the committee appear to be ethnocentric, vocally disagreeing with the company’s decision
to open a site in India predicated on closing a site in the United States.
A fair degree of finger-pointing has occurred on the committee, with members focused on finding weaknesses at
each site other than their own, rather than focusing on the objectives the committee was challenged to resolve.
The facility in Mexico was established in 2008 and has a very low labor cost; its employees are very energetic and excited
to be part of Phone Systems Inc. Its leadership team is comprised of 90% Mexican nationals, and its plant manager
describes the environment at the site as “Change Disneyland.” Employees welcome change, and are highly passionate
about their company.
The board of directors was not pleased by the proposal from the project team to close the site in Mexico, and has
brought you in to take over leadership of the team. The board has requested you develop a strategy to bring this project
to a successful conclusion, with the following objectives:



Lead the team to the desired conclusion with the majority of the team reaching consensus on which of the four
existing sites in the United States would close.
Summarize the key challenges in moving forward with the recommendation.
Present the process by which you will lead the team to a successful outcome.
Running head: ORGANIZATIONAL CONFLICT
Organizational Conflict
1
ORGANIZATIONAL CONFLICT
2
In my selected case study, the desired solution for Phone System firm is to appropriate
funding for the opening of a new site in India. The firm highly values a diverse workforce,
innovative processes and maximized profits in its offerings. Based on the conflict among key
stakeholders within the companies thus far, the management of Phone System Inc. needs to
understand that consensus decision-making is essential in conflict management.
The objective of Phone System Inc. is to expand to new markets and meet the needs of
diverse clients globally. With that in mind, the company intends to open a new site in India to
increase the accessibility of its products to diverse clients through global expansion. To facilitate
the funding of the site, the company needs to close one of the existing sites in the United States.
The challenge has been trying to get everyone on board to decide which site to close and this has
brought some organizational tension. Therefore, solving the issue as soon as possible will have a
positive impact on the organization and the plans to start the new site in India will commence
successfully (Folger et al., 2015). The company has identified business growth potential in India
hence its future objective is to increase its competitive edge by introducing new products that
meet the new market’s demands.
The issues, unfortunately, has a negative impact on the internal stakeholders who want to
keep their respective sites open. They include the board members and site management in all
sites who assist in key decision-making as well as the employees who ensure that business
operations are in place (Scott, & Lane, 2000). Furthermore, there are external stakeholders, such
as the government who requires repayment of grants if the company decides to close the
Minneapolis site. This project team assigned to the India assignment must decide which site to
close to fund the India site, while deciding how to accommodate the stakeholders in this
situation.
ORGANIZATIONAL CONFLICT
`
3
References
Folger, J., Poole, M. S., & Stutman, R. K. (2015). Working through conflict: Strategies for
relationships, groups, and organizations. Routledge.
Scott, S. G., & Lane, V. R. (2000). A stakeholder approach to organizational identity. Academy
of Management review, 25(1), 43-62.
Running head: ORGANIZATIONAL CONFLICT
Organizational Conflict
STRATEGY DEVELOPMENT
2
Measuring Performance
Data Collection
First, I would define the problem that needs to be fixed; identifying which site of Phone
System Incorporated should be closed. Then I will measure how each plant is currently
performing focusing on the requirements of customers. Analyzing the information will be the
next step; by using a descriptive data analysis method – presenting the statistics in grouping
categories, stating the benefits, limitations, and barriers of closing each of the plants to identify
the one that when closed, the impact will be lower (Yeh, Cheng & Chi, 2007).
I would also display the data collected graphically using graphs and charts to provide
indications of the process problem visually. The transformation of the received information such
as the number of customers in each plant will enable a natural understanding of issues. I would
also verify the integrity of the data collected through process analysis like the fishbone diagram.
Figure 1: Fishbone Diagram
STRATEGY DEVELOPMENT
3
Source:
Role of Critical Issues
Analysis of each site’s economics and financials would enable me to identify which plant
has low productivity which could be because of lack of resources and poor roads which result in
high expenses. Economically, I would also to determine the plant with a high productivity and
supply of the products of Phone System Incorporation for maximum profit. This variable will
enable me to identify the plant that has appropriate state laws such as free trading and taxation
that provides the best benefits. Other political factors to evaluate are bureaucracy, tariffs, and
regulations. Additionally, government stability, involvement in agreement and trade unions; and
related changes are key economic issues alongside restrictions on quantity and quality or imports
of a particular nation are essential because they affect business in those countries.
The labor variable will assist to identify the plant with a diverse workforce and efficiency
in production. The labor cost of each site will be essential to evaluate; the employee benefits and
wage rate and their impact on the company’s profit, the number of workers and their operating
hours. The variable will enable me to evaluate the policies in a particular site that affect labor
costs such as hiring subsidies, overtime pay, payroll taxes, and minimum wage. The loyalty
variable would enable me to evaluate which plant has a regular customer and how often they
purchase the site’s products. The loyalty of clients is essential because it determines the future
prosperity of the organization.
Analysis
Primary Causes of the Conflict
STRATEGY DEVELOPMENT
4
The causes of conflict are that none of the managers want to shut down their respective
site as per the requirement of the organization’s board of directors to generate the funds to create
a new facility. Managing executives of each plant claim that their plants are essential and could
not be shut down because of various essential reasons. An example is leaders from the Syracuse,
New York, plant state that their site cannot close because as it is the global headquarters site and
the members of the board of directors all reside in the location. Other members do not accept the
closing of one facility in the United States to open another in India, they resort to mentioning the
weaknesses of other plants than their own, and not focusing on the objective the committee was
supposed to accomplish. Additionally, the board did not accept the proposal of the project team
to close the plant in Mexico because it has low labor costs and the personnel is efficient in
completing their tasks.
Questions for the Stakeholders
I would inquire from the stakeholders of their experience when shopping at Phone
System Incorporated; if they were welcomed at the businesses’ premises. Another question is
how regular they are planning to shop, if it was easy to access the items after purchasing, and if
they located the items they require. I would also want to know the customer’s relationship with
the organization’s employees, to understand the client’s attitude towards the companies’ personnel
and how they would rate the interactions. The reasons for stakeholders shopping from the site are
vital for making decisions, and what difference could be made to improve their experience. I
would also want to know the average time it takes for goods to be delivered to the stakeholders
after purchasing which will assist to determine to make a rational decision on which site to close.
Additional Questions Using the “…
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