WCM610 SNHU Milestone 3 The Improve Phase The Path To Solving Conflict Overview: For this last milestone, due in Module Seven, you will submit a draft of t

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

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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. ?

1. What corrective actions could you recommend be implemented to address the root causes of the conflict that you previously determined? ?

2. What types of quantifiable metrics can you propose to measure progress in implementing the recommended corrective actions? ?

3.What are three potential areas of resistance to your recommended corrective actions, and what ameliorative suggestions can you offer to reduce such resistance? ?

4. How effective are the various leadership styles on employee engagement and employee empowerment in the case study? ?

5. 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? ?

6. 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.

The Case Study is Attach. 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
Year Established
Number of Employees
Syracuse, NY
1955
450
Minneapolis, MN
1968
250
San Antonio, TX
1995
650
Tampa, FL
2001
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 year 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.

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