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Conflict, Decision Making, and Organizational Design
Conflict, Decision Making, and Organizational Design
Author’s name
Institutional AffiliationTable of Contents
TOC o “1-3” h z u Introduction PAGEREF _Toc316149738 h 3Within the Department of Homeland Security discuss how you could apply the below listed negotiation strategies to address potential conflicts in the workplace. PAGEREF _Toc316149739 h 3Determine how evidence-based management could be applied to the Department of Homeland Security. PAGEREF _Toc316149740 h 6Analyze the blocks, stages, and methods of creative decision making to determine the best approach a supervisor within the Department of Homeland Security should follow when making managerial decisions. PAGEREF _Toc316149741 h 7Discuss the environmental and strategic factors that affect the organizational design of the Department of Homeland Security. PAGEREF _Toc316149742 h 9References PAGEREF _Toc316149743 h 11
Conflict, Decision Making, and Organizational Design
IntroductionWithin the Department of Homeland Security discuss how you could apply the below listed negotiation strategies to address potential conflicts in the workplace.Conflict occurs in all organizational workplaces including the Homeland Security. In the Homeland Security environments, whereby innovation and ideas are diverse and valued personalities and groups interact and work together, consequently conflict is likely to arise. Conflict may be defined as a disagreement whereby the involved parties perceive threats to their interests, concerns, or needs. Consequently, negotiating effectively may strengthen the organization, whereas poor strategies of negotiation may ultimately damage the organization (Kotters, 2006). Different negotiation approaches that Homeland Security may implement would depend on the pertinent situation. Distributive negotiations strategy entails conventional win-lose situations whereby the gain of one party means a loss to the other party. In this kind of negotiation, Homeland Security may employ distributive negotiations to decide on how it would distribute fixed resources, such as finances. The parties involved presuppose that the resources are not enough, and they cannot enlarge the resource. Therefore, the more one party acquires, the less would the other party get.
Distributive bargaining is necessary because there may be some disputes that would not be solved in other ways. These are referred to as being essentially zero-sum. In the event that the threat is high, such conflicts may be very challenging to resolution. For instance, in the case of budgets, Homeland Security as a government agency must be reduced by 30%, and jobs would be at stake, the decision in relation to what to reduce is likely to prove intricate. If the reductions are adequately diminutive, to the extent that the impact on the employees would be inconsequential, however; the distributive decisions would then be uncomplicated to make.
Several theorists in conflict resolution are of the opinion that distributive bargaining is uncalled for. This negotiation strategy faces criticism, since it is inclined to result to destructive actions and occasionally forces the parties involved to focus over their differences (Liedtka, 2006).
The distributive negotiation process involves the interaction of the maximum or minimum that one party can accept prior to withdrawal from the deal, and the adversary’s withdrawal value. The ploy is to acquire an idea of the other party’s withdrawal value and subsequently seek to negotiate a conclusion that is nearer to one’s goals than the opponent’s. Whether or not the involved parties realize their targets in distributive bargaining relies on the tactics and strategies they employ (Kotters, 2006).
The most important factor in acquiring a strategic advantage in distributive negotiation is information. Homeland Security ought to guard its information vigilantly and also seek to obtain information from the opponent party. To a large extent, Homeland Security’s bargaining power would be dependent on how clear it is in regard to its targets, options, and withdrawal values. This also depends on how much Homeland Security knows in regard to its opponent party. Once Homeland Security knows these values, it would be in a much advantageous position to decipher when to compromise, and when it should hold firm so as to best impact the reaction of the other party.
Integrative negotiations strategy entails mutual problem solving to realize results that benefit the parties involved. Integrative bargaining is also referred to as interest-based bargaining, or win-win bargaining. This is a negotiation strategy whereby Homeland Security and its disputants would collaborate to realize a win-win resolution to disputes. This strategy emphasizes on developing reciprocally beneficial agreements that are based on the disputants’ interests. These interests may include the desires, needs, concerns, as well as fears that may be important to every party. Prospects for integration exist when there are manifold issues that would be involved in the negotiations. This is because the involved parties ought to be able to execute trade-offs across the issues so as to ensure that every the party involved is contented with the outcome (Halpern, 2008).
In Homeland Security integrative bargaining is imperative because it typically generates more satisfactory results for the involved parties. Ingenious, integrative solutions can potentially provide all the involved parties exactly what they target. The initial step in integrative bargaining is to identify the interests of every party concerned. This would entail some effort by the parties in negotiations, since interests are usually less tangible in comparison to positions and are usually not revealed to the public.
After the identification of interests, Homeland Security and the parties in negotiations require to work jointly to seek to decipher the most appropriate ways to realize those interests. Integrative bargaining is an appropriate approach to make the mutual value as large possible. Nevertheless, ultimately the Homeland Security and the other parties involved should distribute the generated value. In the event that the parties are able to sufficiently expand the mutual value, distribution would consequently be uncomplicated.
Principled negotiations strategy entails the approved methods through which the Homeland Security ought to negotiate to in conflict resolution. Principled negotiations occur when negotiators presuppose that each party in dispute is a rational player who would acknowledge that the deal serves its best interests. The parties involved presume that the compromise thus realized, though inadequate, would be preferable to unrelenting conflict ((Halpern, 2008). The initial step in principled negotiation requires that Homeland Security understands that the parties involved have particular interests, which presents the rationale of the negotiating table.
Determine how evidence-based management could be applied to the Department of Homeland Security.Evidence- based management has its genesis in the premise that, utilization of a deeper analysis and employing specifics to the possible extent would facilitate leaders and managers in performing better in their jobs. In the implementation of evidence-based management in Homeland Security, the organization needs to designate specific individuals to consistently do research and review the literature in associated disciplines. The organization also requires developing as well as tolerating an inquiring environment. Formal recognition of excellent examples of applied research results to actual, daily work and participation in research opportunities with the intention of contributing towards identify best practices that would become targets to exceed (Wheeler, 2001).
The common challenges in application of principles of evidence-based management include the lack of unambiguous definitions in creating performance measures. Secondly, seamless and accurate processes that recognize those variables that would affect results need to be identified in advance. The examples in this regard may include organizational values, the operating culture, and stakeholder preferences (Liedtka, 2006). Thirdly, Homeland Security requires recognizing that the majority of managers have little time for research, and therefore, they depend on lessons learned as well as best practices employed by similar organizations.
Some implementable recommendations for in developing the support of evidence-based management include;
Recognize the widespread belief that the principal reason that an organization might not have an answer to an urgent problem is failure to invest in its learning ability to develop a foundation of information capital from history.
Developing and installing an evaluation and reporting structure and employ the appropriate combination of implements such as balanced scorecards, dashboards, or program appraisal rating tools.
Distinguish that performance measures ought to be geared to assist the team members, instead of top management, evaluate progress and employ remedial action when necessary.
The deficiency of evidence, contradictory evidence, lack of time for research as well as the understanding that evidence that is presented as best practices may probably fail to entirely address the concerns that face the decision makers, only complicates the need to take advantage of evidence-based management at Homeland Security.
Analyze the blocks, stages, and methods of creative decision making to determine the best approach a supervisor within the Department of Homeland Security should follow when making managerial decisions.Decision-making presents an essential characteristic of contemporary management. Decisions are vital since they determine organizational and managerial actions. A decision signifies a well-balanced ruling and an obligation to action. The five factors below depict the methods of creative decision making (Wheeler, 2001).
Preparation represents the thorough analysis of an issue. This represents the identification of the Problem. The thorough analysis of issues facilitates identification of the genuine problem prior to the process of making the decision. It is appropriately alleged that a problem that is well-defined is actually half-solved. Pertinent information to the problem ought to be compiled so that decisive analysis of the issue is achievable. A clear distinction ought to be made between the symptoms and the problem which may obscure the actual problem (Kotters, 2006). In brief, the supervisor is supposed to investigate the ‘critical factor’ at the Department of Homeland Security. This is the point whereby the options apply. Similarly, whilst diagnosing the actual problem the supervisor ought to consider the causes and determine whether they are uncontrollable or controllable.
Concentration in creative decision making represents focusing resources and energies on recognizing and solving the problem. This also refers to the process of analyzing the issue. Following the definition of the problem, the subsequent step in the process is to scrutinize the problem comprehensively. This is essential to categorize the problem with the intention of knowing who ought to take the decision and who ought to be informed in relation to the decision taken (Wheeler, 2001). The four factors ought to be considered:
Futurity of the resolution.
The scale of its impact.
Quantity of qualitative considerations concerned.
Exclusivity of the decision.
Incubation in regard to creative decision making refers to the collection of pertinent data. After the definition of the problem and scrutinizing its nature, the subsequent step is to acquire the pertinent information in relation to it. All available data ought to be utilized entirely for analyzing the issue. This brings articulateness to all characteristics of the problem.
Illumination or the development of substitute solutions occurs as the next step. The supervisor requires establishing available substitute strategies that would be employed to resolve the problem. Only pragmatic options ought to be considered (Wheeler, 2001).
Verification in this regard refers to conversion of the decision into deed. Subsequent to the selection of the most appropriate decision, the preferred decision should be translated into valuable action. Devoid of such action, decision would remain a statement of good intention. Here, the supervisor must convert his judgment into their decision by means of his leadership. In this regard, the subordinates ought to be taken in confidence. They ought to be persuaded in relation to the appropriateness of the decision. Subsequently, the supervisor is obliged to implement follow-up steps in regard to the implementation of the decision. Feedback presents the final step in the process of decision-making. Here, the supervisor is obliged to make integrated arrangements to make certain that feedback for constantly testing tangible developments beside the expectations. This is similar to checking the usefulness of follow-up measures. It is essential to note that feedback is achievable in the structure of organized data, reports as well as personal observations. In order to decide whether feedback is essential, the decision taken ought to be sustained or be modified in tandem with changed conditions (Henderson, 2006).
Discuss the environmental and strategic factors that affect the organizational design of the Department of Homeland Security.Strategy is fundamental in the overall performance of Homeland Security. The chosen strategy is dependent on a variety of contingent factors. It is critical to note that the environment has an influence on the relation between performance and strategy. The combination a variety of factors contributes to the selected strategies which impacts the performance of Homeland Security. Diverse measures of performance provide the distinction in performance. Strategy may be emergent or deliberate. The environment embodies the factors external to the organization that management reacts to, rather than managing. The mechanisms that connect the organization and its environment are essential as they facilitate the understanding of how and why organizational structures may change in accordance to changes in external forces (Wheeler, 2001).
Success, as the prosperity and survival of any organization, is dependent on how the organization is connected with the environment. Bearing in mind that, strategy is a linkage between the organization and its environment and should be consistent with the values, goals, resources, the external environment, organizational system and structure.
The size of an organization is a major the driving factor for an organizational design. A large organization such as the Department of Homeland Security usually needs a more powerful framework for its organizational design. Homeland Security has an enormous employee base and therefore, needs more managers for supervising the workers. Since Homeland Security is highly specialized in its operations, it requires a formal organizational design.
The organization’s life cycle plays a vital role in the development of the organizational design. This takes place as the chain of command rises from the officers on the ground to the top hierarchy. The external operational environment also plays a significant role in the organizational design of Homeland Security. Dynamic environments that present constantly changing security situations are usually more tumultuous than secure environments (Henderson, 2006).
ReferencesHalpern, F. (2008). Knowledge and Thought: Introduction to Critical Thinking.
Henderson, C. (2006). Making Great Decisions in Business. Princeton, NJ: Princeton University Press.
Kotter, H. (2006). Performance & Corporate Culture. NY: Free Press.
Liedtka, K. (2006). Strategic Management: The Formulation, Implementation, & Control, Boston, Irwin McGraw- Hill.
Wheeler, D. (2001). A Practical Guide for Decision Making. Lexington: Lexington Books.
Davis Service Group Plc, STRATEGY IN ACTION
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STRATEGY IN ACTION
Outline
1.0 Executive Summary
2.0 Key issues
3.0 Mission, vision and corporate objectives
3.1 Vision
3.2 Mission
3.3 Corporate objectives
4.0 Situational analysis
4.1 Macroeconomic analysis
4.2 Industry analysis
4.3 Market analysis
4.4 Internal analysis
4.5 Summary of the current situation
5.0 Marketing objectives
6.0 Marketing strategies
7.0 Implementation
7.1 Product
7.2 Pricing
7.3 Place
7.4 Promotion
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7.5 People
7.6 Processes
7.7 Physical evidence
8.0 Budgetary requirements
9.0 Controls, milestones and corrective measures
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Davis Service Group Plc, STRATEGY IN ACTION1.0Executive summary
The Davis Group Plc has been successful in expanding its operations in most parts of Europe through acquisition and organic growth. As a consequence, it has turned out to take leadership in the textile services industry in the continent. The company has identified an opportunity in the Australian market for its tool hire services and it intends to capitalize on this.
The company intends to expand its operations in order to grow organically. However as much as the business organization might be having particular strengths such as a stable financial base and adequate skills in the area of their business operations, there are still some challenges to be encountered . Such challenges include the language differences that may prevent effective communication in the course of the business operations, difference in the currencies which may make it difficult to project the costs and returns more effectively and more so, there can be some differences in the legal and administrative matters. Therefore, it is quite essential to examine these issues to overcome the obstacles that come with them.
The people to work in this region within this company should be familiar with the local language and culture in to achieve the organization’s goal. More so, the management as well as the other employees of the organization should make themselves familiar with the legal and administrative procedures followed within this country. Since the
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business currently uses a pound as its currency, it might not very much be difficult for it to link it to the Australian dollar to clear off the difficulty in the making of the financial projections. The company intends to invest 50 million pounds and it is expecting to grow at an annual rate of twenty five percent.
2.0 Key Issues
The main issues here are that the company has financially stability and has adequate skills in carrying out the business operations in the field of tool hire. The weaknesses include the language difference, the difference in currency, the difference in cultural, administrative and legal procedures. However, there is an opportunity in the new geographical area of operation that can not be missed by this company since this is not its first move to spread within different countries.
3.0 Vision, Mission and Corporate objectives
This company is a European textile maintenance company that is focused. Its core
strategy is to set up market leading positions on which to acquire growth of revenue by making both acquisitions and growing organically. The operations are managed efficiently to bring growth of the profit that is sustainable, cash flow that is stable and levels of return to the shareholders that are higher.
3.1 Vision
To become a business leader in textile maintenance, tool hire and building systems.
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3.2 Mission
To focus on the company’s core business in order to be able to deliver higher levels of growth at better margins than the competitors through managing the company’s operations efficiently and by availing resources to drive the growth strategies using the core areas of the company’s expertise.
3.3 Corporate objectives
This business organization intends to remain focused in order to capture the
opportunities for organic growth. It also intends to go on innovating and improving
service customer service, shifting the focus from the supply of the products to delivering the service solutions. More so, it strives to focus on the delivery of pricing that recovers the increases in the cost base and make it possible to invest in order to support the growth that the customers expect. Its objectives include;
3.3.1 To aim at growing the revenues at higher rates than the economic growth of the markets.
3.3.2 To target returns on investments at a higher rate than the cost of capital to the group.
3.3.3 To grow the organization’s earnings at least in line with the rate of inflation.
3.3.4 To manage the organization on a sound financial footing.
The organization seeks to maintain a progressive dividend policy. The group targets stable free generation of cash flow to finance at least partly further investments in the business (The Davis Service Group Report, 2007).
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4.0Situational analysis
In the year 2001, the company expanded its operations through acquisition in the
European Union region that was enlarged. Since the company was able to succeed in expanding its textile maintenance operations at that time, this provides the potential for the organization to still be able to succeed in the expansion at the present time. Since there is a strong potential for tool hire in the large market, the company has made a decision to grow the tool hire Strategic Business Unit (SBU), by entering organically in to Australia. Organic growth refers to a situation where a company attempts to raise the turnover using only its available assets. Some the barriers that may try to hinder the expansion of the business operations may include the language differences that may hinder effective communication, currency differences where there can be difference in values and this may bring difficulties for the business to forecast what the costs and revenues will be. More so, another barrier is that there are cultural differences and the way people behave and carry out their activities may be different among countries. Another hindrance is the legal and administrative differences which differ from one nation to the other. The level of knowledge and skills among people may not be same from one country to the other and when aspiring to set up a business in another country, caution must be taken in order to set up the business where those stills and knowledge exist (The Times 100, Davis; Growing a company by international acquisition).
4.1Macroeconomic Analysis
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Since the business is to be set up in Australia, there is need to examine the political, economic, social, Legal and environmental situations in this country in relation to the United Kingdom.
As per the economic situation, the service sector is the dominant as far as the country’s economy is concerned. However, both the mining and agricultural sectors earns highest revenue for the country. From the 1980s, the country has undertaken important reforms meant to restructure the economy and there has been transformation from a market place that is inward looking and that is protected highly to one that is open, competitive globally and one that is export oriented. The main reforms that have been carried out involve reducing unilaterally high tariffs among other barriers to free trade, floating the local dollar, liberalizing the foreign banks, rising flexibility within the labor market, bringing down duplication and increasing efficiency between the two branches of the government, and reforming the tax systems among other reforms. All these favor the Davis Service Group Plc in extending its operations in to this country.
More so, there is political stability within the country which favors carrying business activities. Furthermore, there are diverse groups of people settling in this country bringing about coming together of various cultures. Because of this, setting up a business or extending business operations in to this country could not be faced by intense negative social issues. More so, the level of technology within this country is high making quite favorable for a business organization that intends to carry its operations basing on the advanced level of technology. The government has invested
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heavily in telecommunications, transport, water, water and educational infrastructure (U.S Department of State, Background note; Australia. 2009).
4.2 Industry analysis
The economic forces as well as social trends (long-term) largely determine an industry’s economic structure. However, the consequence on the business administrator is instantaneous since it settles on competitive rules and the applicable approaches. According to Ehmke, Fulton & Akridge (n.d) Michael Porter came up with 5 forces that are applied to the evaluation of industry composition.
In this analysis, considering the bargaining power of the suppliers, it is noted that the company is attempting to grow organically and since it is already established and a market leader in Europe, there can be no any negative influence originating from the suppliers. Among the buyers, there would be a particular percentage that might not be familiar with the products to be offered to them and therefore an initiative will have to be taken to make them be aware of the company’s product. More so, there is a potential of new entries of other company’s since in Australia there is embracing of free market economy. This will possibly occur especially when it will have to be realized that there much profit in the business. The company will have to ensure that it quickly learns more about the market and be able to come up with ways to ensure it maintains market
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leadership through utilizing its resources to offer high quality services to the customers at minimal costs possible.
The potential to have substitutes can not turn out to be a major threat since the
company offers a wide range of the tools and equipment for hire and it will have to learn the trends in the new market to adjust accordingly to win a competitive edge.
4.3 Marketing Analysis
In this analysis, it is identified that there is a potential to have a large market in Australia for tool hire and equipment. There is potential of growth within this market especially considering that there is a stable political atmosphere as well as economic stability. There is also enough labor force on the labor market. More so, since the company is already far much familiar with its core business and has a stable financial base, it will be easier for it to identify opportunities in this new market and be able to grow within a relatively short time.
4.4Internal analysis
The internal analysis consists in the investigation of weaknesses and strengths for
analyzing the company’s advantages and disadvantages as compared to its
competitors. The expected outcome of internal analysis is company’s improved ability to meet the needs of the target market. The company’s evaluation should focus on the situation in the market or the customers’ needs, since meeting the clients’ needs is the only way to business success. On the other hand, considering weaknesses; these are
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whatever limitations encountered by a business organization in coming up or carrying out the implementation of a strategy. There is also the examination of the weaknesses from the perspective of the customer since customers see the weaknesses that might not be seen by the business organization (Adkins, 2008).
Basing on this company, it has internal strengths since it is already established in
several other countries. It is intending to grow organically whereby it means it will not get involved in new business operations but expand on the present operations with intentions of rising its turn over. The internal weakness to be overcome in this operation to be introduced in Australia is the potential lack of familiarity with the area but this could be easily overcome basing on the experience the business organization has acquired through carrying out similar operations within several countries.
4.4 Summary of the current situation
Currently, the company is a market leader in its operations within Europe and has a stable financial base. It has gained this stability through acquisition as well as organic growth. This is not the first time the group is extending its business operations to different geographical regions. It has been doing this and always has turned out to be successful. Its intention to extend in to Australia is a positive move aimed at enlarging its financial base.
5.0 Marketing objectives
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Marketing objectives should give direction towards sales and should be clear,
measurable, realistic, and have a specific time frame. For instance, this business
organization should set objectives such as increasing the product awareness in the new market by 30 percent within a period of one year. Another objective should be informing the customers in the target market about the benefits of the products to be offered to them and the competitive advantage of this product which will lead to ten percent rise in the sale from the current sales within a period of one year (Physical Evidence – Part of the Marketing Mix, 2009). In addition, the firm will manage in convincing the clients to buy newly produced products that boosting sales towards the targeted twenty five percent.
In setting the objectives, the company will have to ensure that they do not conflict with one another. More so, there would have to be there a way of making sure that the set objectives are supported by the remaining sections of the marketing plan which include the action program, the budget, controls and measures and the marketing strategy (Small business notes, Marketing Plan: Marketing Objectives and Strategies, 2009).
6.0 Marketing Strategy
This is a process that gives room for an organization to put much focus on its resources, which of course are limited, on the most promising opportunities to increase the total sales and acquire a competitive advantage that is sustainable. This strategy is centralized around the satisfaction of the customer as the main objective. This section gives an outline of the game plan to achieve the objectives of the organization. This is
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further divided into small sections such as available products, their prices among others. These are generally referred to as the 7 Ps of marketing.
The business organization will have to come up with the best strategies to win a
competitive advantage. It will have to aim at rising above the competitors by seeking to offer the best services to the customers as possible, for instance, through enabling the customers to access the products in most convenient way. More so, the company will have to ensure that there is a range of products in order to meet the diverse customer needs.
7.0 Implementation
The marketing mix that involves 7 Ps that include price, place, promotion, product,
processes, people and physical evidence comprise the modern marketing mix that is particularly more relevant in the service industry but it can as well be relevant in any other form of a business organization in which the first priority is directed towards customer satisfaction (The Extended Marketing Mix, 2009).
7.1 Product
The service to be introduced to the Australian market is the tool hire (HSS). This has
been quite successfully including several parts of Europe and even in the United States of America. The organization is original and offers full hire solutions for its clients. Some of the tools and equipment in which the company deals include air conditioners, climate control units, coolers, cooling fans, ladders, floor sanders, carpet cleaners, Concrete
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mixers, access towers, lawn mowers, trimmers, pruners, pressure washers, mini
diggers, and excavators among other tools and equipment. This wide range ensure diversity in order for the company to meet the various customer needs and as a consequent be able to widen its base and realize its objective of becoming a market leader (Hss.com, keeping businesses working, 2009).
7.2 Place
Tool hire is to be introduced in Australia and be done and just like in the case where they introduced the same on the market by beginning a shop and called it HSS Rental Stores in Florida before looking for opportunities to make more expansion, the company will have to do the same in Australia. It focused with a period of less than a year, the company will have been able to identify more opportunities and operating in most parts of this country.
7.3 Pricing
Reasonable prices will have to be charged putting in consideration the present
economic situation. The prices will have to be determined in the face of competition and the forces of demand and supply on the market. The discounts to be offered to the customers will have to be on the same basis as the existing one in the current area of operation where there will be a discount when one reserves online. However, customers can’t use the discounts when buying equipment of consumables.
7.4 Promotion
The company will have to go on having an outstanding level of customer service.
Proffessional and friendly techniques directed towards each customer’s inquiry emerges
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as the company’s direct value. There will be continual hire service that is “one-way” in order to continue providing facility for equipment to be returned more conveniently through taking it to any of the nationwide branches. This will save the customer time without not necessarily returning it to the original place (Sandhusen, 2000). Adequate advertising has to be done in order to make sure that the customers in the new market are very much aware of the product the company is offering in the new market.
7.5 People
To ensure effective and efficient service delivery, there staff to serve in this new region will have to acquire adequate training in order to delver effective promotion of the product, carry out effective personal selling among other services that will have to ensure the company’s realization of its goals (People and Services Marketing, 2000).
7.6 Processes
The firm will pursue its traditional practice of extending training programs to its staff so as to instill advanced knowledge to them as well as enabling them meet customer needs. More so, the company’s customer service guarantee should go on stating that there will be no charges to be made if the customer needs are not met (Anon, 2000, Process and Services Marketing).
7.7 Physical evidence
The operating safety guides will have to be attached to all the products to be hired to ensure the safety of the customer. In addition, the equipment to be hired should be
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examined before being given out to the customer and also, on being returned it should be checked to ensure it is safe for the future use (The Extended Marketing Mix, 2009).
8.0 Budgetary Requirements
In its processes of organic growth through the extension of operations in to Australia, the starting amount to be invested will have to be 50 million pounds and after which there will be investing of more money. Each year, there will be a twenty five percent increase in the capital base in order to spread all through the whole region. This has to go on for a period of five years.
9.0 Control, Milestones and Corrective Action
There will be close monitoring of the business progress in this region once set up.
Control will have to be exercised and evaluation be carried out every after two months so that in case there is any deviations from the intended targets the corrective measures will have to be taken without any unnecessary delays. This can be made easier by use of the Gantt chart shown in the appendix (Gantt Chart, 2007).
Gantt chart
Task Duration Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
1 2 mo. 2 2 mo. 3 2 mo. 4 2 mo. 5 2 mo.
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6 2 mo.
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References
Adkins, E. 2008. Internal Analysis, Mystrategicplan [Online]. Available at
http://mystrategicplan.com/resources/internal-analysis/ [Accessed 7th January 2010].
Ehmke, C. Fulton, J. and Akridge, J. n.d, Industry Analysis: The five forces, Purdue Extension [Online]. Available at
http://docs.google.com/viewer?a=v&q=cache:4k3jXnaFIYYJ:www.ces.purdue.ed u/extmedia/ec/ec-722.pdf+Industry+Analysis&hl=en&gl=ke&pid=bl&srcid=ADGEESgTaLUYJIQQyy LWXDYiFSY30-9o2jsLEUH52RZ8Vg7jSdPJSjzr-rQ1qH6RO_ZpmB6QuuhoBKlVTEiHrYw-PWnCP6SqbFWAD3eixYKffVTZYmVeHeFwrAIeCSeZVZjjmzkwTqyw&sig=AHIEt bQSBYQr96Jksde7TAP3X-BkH3IOVg [Accessed 7th January 2010]. Gantt Chart, 2007. NetMBA.com [Online]. Available at
http://www.netmba.com/operations/project/gantt/ [Accessed 7th January 2010]. People and Services Marketing, 2000. Marketing Teacher Ltd [Online]. Available at http://www.marketingteacher.com/Lessons/lesson_people.htm [Accessed 7th January 2010].
Physical Evidence – Part of the Marketing Mix, 2009. Marketing teacher [Online]. Available at
http://www.marketingteacher.com/Lessons/lesson_physical_evidence.htm[Accessed 7th January 2010].
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Sandhusen L. Richard, 2000. Marketing. Barron’s Educational Series, New York. Small business notes, 2009, Marketing Plan: Marketing Objectives and Strategies, Small business notes [Online]. Available at
http://www.smallbusinessnotes.com/planning/marketingplan/marketplanobjective s.html [Accessed 7th January 2010].
The Davis Service Group Report, 2007 [Online]. Available at
http://www.google.co.ke/#hl=en&q=The+Davis+Service+Group+Report+2007&m eta=&aq=f&oq=Gantt+Chart+&fp=91a1687222d98661 [Accessed 7th January 2010].
The Extended Marketing Mix, 2009. The times 100 [Online]. Available at
http://www.thetimes100.co.uk/theory/theory–the-extended-marketing-mix-(7ps)–319.php [Accessed 7th January 2010].
The Times 100, Davis; Growing a company by International Acquisition, The Times
100[Online]. Available at www.thetimes100.co.uk [Accessed 7th January 2010]. U.S Department of State, 2009, Background note: Australia, The Office of Electronic Information, Bureau of Public Affairs [Online]. Available at
http://www.state.gov/r/pa/ei/bgn/2698.htm [Accessed 7th January 2010].
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Appendix
Gantt chart
Task Duration Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
1 2 mo. 2 2 mo. 3 2 mo. 4 2 mo. 5 2 mo. 6 2 mo.
Conflict within Small Groups Response
Conflict within Small Groups Response
Name
Institutional Affiliation
Small groups are bound to experience conflicts. This may come in the shape of destructive or constructive conflict in dealing with presenting issues. I agree with the author about destructive conflict resulting in inefficiency and reduced productivity due to competing issues arising, wasted time, and unsolved problems (Dupuy, 2017). Constructive conflict allows for better communication, emotional address, and a cooperative exchange of ideas leading to mission and goal realization. On this constructive conflict point, I further agree with the author about differing ideas being put to productive use. I agree with the author that there is importance in seeking professional advice, but there is also hope in a sensible exchange of ideas with respect, resulting in a more professional approach in disagreements. Secret ballots help encourage more respect towards each other, on top of encouraging free sharing of ideas without fear of judgment (Harris, 2012). Lastly, application of the problem solving process in disagreements helps eliminate bias while encouraging a more professional approach to disagreements. The group members are able to respect each other’s ideas on the basis of the process and smooth group functioning. In summary, the author is clear on constructive feedback as the best way to go when disagreements arise, especially if this aids in improving employee relationships and organizational goals.
References
Dupuy, M. (2017, Nov 11). The Difference Between Constructive and Destructive Conflict. GoToInterview. http://www.gotointerview.com/blog/difference-between-constructive-and-destructive-conflict/Harris, V. W. (2012). 10 Rules for Constructive Conflict1. EDIS, 2012(2).