Description

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, California; 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 with the company from very early on. Corporate leadership 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 site 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 a positive impact on the existing three sites.

-The corporate leadership team has communicated 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 apply 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 metrics on a very short-term basis. This involves short-term changes to reduce cost, reduce work-in-process levels, and reduce headcount to positively impact monthly metric performance. However, these short-term changes could have long-term negative consequences.

• 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 overall financial performance. A challenge in considering candidates from the Canadian facility is ensuring compliance with United States immigration laws, which have greatly tightened under the Obama Administration. You have been tasked with developing the selection 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 process needs to consider the following variables:

•   What corrective actions could you recommend to 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 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. I

• **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.

Prompt:

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.

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.