Assignment 2: Executive Development Associates

Minh Vu- 320225

1. For each message, outline specifically the plan you will implement to empower

others effectively to solve these problems. Determine who should be involved,

what level of initiative should be taken, what actions you can take to ensure

empowerment, how accountability should be maintained, and so on.

a. A Plan for Handling Conflicting Software Systems and Growing Complaints

1. During the forthcoming staff meeting on Tuesday, talk about the problem.

2. Create a cross-departmental task force including members from the impacted

departments and personnel from Data Processing.

3. Analyze the severity of software compatibility issues and pinpoint areas that need

fixing.

4. To simplify data processing and decrease redundancy, investigate and assess

alternative software solutions.

5. Provide a plan for building a unified software system that includes cost projections

and a timetable.

6. During each step of the project, define roles and uphold responsibility within the task

force.

7. Inform staff members and clients of the actions being done to fix the problem and

speed up turnaround.

8. Follow developments and guarantee consistency in the application procedure.

9. Review the outcomes and collect feedback to assess the effectiveness of the new

system.

b. Overview of Measuring of Disseminating Vision:

1. Set up a meeting with Lucy and other HR staff to go over the problem.

2. Develop key performance indicators (KPIs) in collaboration with HR and top

executives for distributing the vision.

3. Create a set of quantifiable standards that take the new directive into account for the

assessment and pay system.

4. Establishing precise criteria would ensure uniformity and fairness in the new

assessment and reward system.

5. All top executives should be informed of the new standards, and training in effective

vision dissemination should be given.

6. Senior executives should encourage and support their employees' attempts to

participate in the process.

7. As top leaders spread the vision, track their success and modify the criteria as

necessary.

8. Assess the effectiveness of the new appraisal and compensation system by gathering

feedback from employees and senior executives.

9. Make necessary adjustments to the system based on feedback and continue to refine

the process to better align with the company's vision.

c. Outline for Addressing Lester Frost's Request:

1. Review Lester's job description and requirements for the instructor position in the

training and development department.

2. Schedule a meeting with relevant department heads to clarify expectations and

responsibilities for the position.

3. Develop a detailed list of responsibilities, expectations, and performance criteria for

Lester's role.

4. Provide support and resources for Lester to ensure he has the necessary information to

excel in his position.

5. Meet with Lester during the scheduled meeting and discuss outlined the

responsibilities and expectations in detail.

6. Provide a written document with the outlined responsibilities and expectations for

Lester to avoid misunderstandings.

7. Offer ongoing support, feedback, and opportunities for Lester to ask questions and

seek clarification.

8. Schedule regular check-ins with Lester to monitor his progress and address any

concerns or areas for improvement.

9. Ensure open communication between Lester and his department to foster a positive

working environment and encourage collaboration.

d. Outline for Addressing Tom Kinnir's Jury Duty Situation:

1. Assess the urgency of the situation and gather all available resources related to the

activity-based costing seminar.

2. Identify team members who can potentially contribute to preparing the seminar

material, even if they are not experts in the subject.

3. Organize a meeting with the identified team members to discuss the situation and

develop a plan to prepare the seminar in Tom's absence.

4. Divide the tasks related to the seminar preparation among the team members,

providing they have the necessary resources and support.

5. Communicate with Tom to gather any additional information or material he may have

and ask for his input on important points to cover.

6. Encourage team members to collaborate and share their knowledge to ensure a well-

rounded presentation.

7. Coordinate with other departments or external consultants if necessary to obtain

expertise in activity-based costing.

8. Monitor the progress of the team and maintain open communication to address any

concerns or roadblocks.

9. Review the prepared seminar material to ensure it meets the expectations of the

attending corporate trainers.

10. Learn from this situation and develop contingency plans for future unexpected events.

e. A Strategy for Handling the Proposed Plant Closure:

1. Get pertinent information on the shutdown of the facility, the number of impacted

workers, and the unique requirements of Detroit Manufacturing.

2. To work on the proposal and presentation, assemble a team from the department of

placement and other pertinent departments.

3. Give team members responsibilities for gathering information on effective

outplacement tactics, locating case studies, and studying industry best practices.

4. Establish the outplacement services proposal's budget while taking the project's scope

and the required resources into account.

5. Create a thorough and personalized outplacement strategy that includes coaching,

courses, and support services.

6. The staff members who will be directly involved in offering outplacement services

should be identified, and you should make sure they are prepared and accessible for

the project.
 7. Design a persuasive and seemingly appealing presentation that highlights the benefits

of choosing your company's outplacement services.

8. Practice the presentation with the team to ensure it effectively communicates the

value of your services and addresses potential questions or concerns.

9. Establish a timeline and milestones for the project to ensure it stays on track and

meets the deadlines set by Detroit Manufacturing.

10. Follow up with Detroit Manufacturing after submitting the proposal to show your

company's commitment and interest in supporting their employees during the

transition.

2. Write out the actions you'd take in response to each item. A worksheet has been

provided on the next page to remind you of what you should consider as you

record your responses.

a. Dear Data Processing Staff and Roosevelt,

I value your open comments on the growing concerns and the problems brought on by the

disparate departments' mismatched software systems. This issue is a top priority, and I can

tell you that your worries won't go unattended.

Here is how we'll approach the problem:

1. Put a discussion about this issue on the agenda of our forthcoming staff meeting on

Tuesday.

2. To evaluate the scope of the problem and find viable solutions, assemble a cross-

departmental team including members from Data Processing and other impacted

departments.

3. Analyze our present software systems in-depth to identify the key incompatibilities

and potential improvement areas.

 4. Look into and assess alternative software programs that might simplify and streamline

our data processing.

5. Develop a proposal, including cost estimates and a timeline, to implement a unified

software system that addresses the incompatibilities.

6. Communicate with our employees and customers, explain the steps we are taking to

resolve the issue and improve turnaround time.

Please know that your concerns are heard, and we will work together to resolve the software

incompatibility issues. I look forward to discussing this further during our staff meeting on

Tuesday.

Best regards,

Mary Ann O'Connell

General Manager

Executive Development Associates

b. Hello, Lucy

We appreciate you sharing your worries regarding quantifying the spread of our new vision. I

am aware of the necessity for a transparent and equitable system of evaluation and reward.

1. Let's establish a task force composed of middle managers, senior executives, and

human resources to create performance metrics for vision propagation.

2. For experiences in personal mastery, we'll conduct seminars and serve as effective

behaviour role models.

3. Data, tools, and resources will be provided to the task group.

4. We will highlight our early victories and share success stories to instill confidence.

5. We'll decide who to involve based on their knowledge, skill, and want to participate.
 6. Clear goals, involvement, support, responsibility, consistency, and empowered

decision-making are some of the fundamental values that the task force will adhere to.

Consequences for success and failure will also be made apparent.

Please let me know your availability for a task force meeting, and I will coordinate with the

other members.

Best regards,

Mary Ann O'Connell

General Manager

Executive Development Associates

c. Hello, Lester

You're a welcome addition to Executive Development Associates, I'm happy to say. I see the

value of having distinct work duties and expectations.

I'll work with your supervisor and department head to create a paper describing your

responsibilities and expectations before our meeting on Tuesday, taking into account:

1. Working along with the proper team members.

2. Experiences with one's own personal mastery and successful behaviour modelling.

3. Resources and assistance are offered.

4. Building confidence through welcoming newcomers and acknowledging

accomplishments.

5. Involving other people in accordance with their knowledge and skills.

6. Establishing clear objectives, limitations, initiative, involvement, support,

responsibility, consistency, and consequences.

Before our meeting, I'll send you a copy of the document for your consideration. We'll go

through everything in depth to make sure we're all on the same page and answer any queries.

Looking forward to our meeting and your success at our company.

Best regards,

Mary Ann O'Connell

General Manager

Executive Development Associates

d. Hello Pam

I recognize how pressing the issue is in light of Tom's sudden jury service. Here is a strategy

to make sure the seminar runs on time:

1. Develop a select group of available trainers who have the most in-depth

understanding of activity-based pricing. I'll be actively participating, offering

direction and help.

2. The team should evaluate the present condition of the seminar materials after

collecting all the notes and transparencies from Tom's desk.

3. Determine where there are gaps in the content and give team members responsibility

for conducting research, creating materials, and organizing presentations.

4. If at all feasible, contact Tom for any crucial information, or go elsewhere for material

to fill in knowledge gaps.

5. To guarantee that the seminar is prepared by Friday, continuously monitor the

process, have daily progress meetings, and make any required revisions.

6. After the seminar, conduct a debriefing session to discuss lessons learned and

improve our preparation process for future events.

Please initiate these steps immediately, and keep me informed of the progress. We will make

sure the seminar is successful and contributes to our quarterly budget.

As for the Rocky Mountains, they were beautiful, but now it's time to focus on the task at

hand. Thank you for bringing this matter to my attention.

Best regards,

Mary Ann O'Connell

General Manager

Executive Development Associates

e. Hi Aneil,

I appreciate you alerting me to the closing of the Detroit Manufacturing factory. The

possibility for our outplacement services is significant, in this case. Let's follow these

procedures to create a strong proposal:

1. To work on the idea, establish a task force with you, myself, and important members

of the Outplacement Department.

2. Get pertinent information about the personnel at Detroit Manufacturing and their

unique requirements to customise our proposal.

3. Determine the workforce we have available and allot resources to tackle this project,

making sure we can offer the displaced workers a high-quality service.

4. Create a thorough budget that details our services, costs, and any additional assistance

that may be needed.

5. Provide a powerful presentation that highlights our experience, track record, and how

we can best help the impacted workers.

 6. Set internal deadlines to ensure we complete the proposal and presentation within the

next couple of days.

Please begin coordinating these steps immediately, and we will discuss the progress and

further details when you stop by tomorrow.

Best regards,

Mary Ann O'Connell

General Manager

Executive Development Associates

3. After you have completed your own responses to each item, form a team of fellow

students and share your plans. Provide feedback to one another on what is

especially good, what could be improved, and what could be added to each

person’s action plan. In particular, what principles of empowerment are

included, which are omitted, and which are contradicted?

I'm currently outside of Canada so it's a bit difficult for me to contact my classmates.

Therefore, I cannot comment on the work of other students