Mba 530 - Scenario Two Problem Solution Executive Briefing

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Scenario Two Problem Solution Executive Briefing
Jeanni

University of Phoenix
MBA 530
Human Capital Development
Gwen McCants-Allen
January 11, 2007

Scenario Two Problem Solution Executive Briefing
The legendary scientist, Albert Einstein once stated, "No problem can be solved from the same state of mind that created it…" This famous quote can definitely be applied to the topic of discussion today. The course study model, Riordan Manufacturing (a global plastic producer organization), provides an excellent opportunity to turn several difficult problems into an opportunity that will allow the Company to improve employee and customer relationships. In this problem solution executive briefing, our team will present findings on the following: a) the situation at hand along with challenges and opportunities; b) the problem defined; c) the desired future state and goals to evaluate alternatives; d) potential solutions; e) an assessment of the alternative solutions; f) a complete risk assessment; g) the recommended solution and rationale behind decision; h) the expected impact and value; and i) a summary approach to implementing recommended solution along with ways to measure its effectiveness. Situation Described

Riordan Manufacturing is a global plastic producer company employing 550 people among three plants, which are located in Albany, Georgia; Pontiac, Michigan,; and Hangzhou, China with projected annual earnings of $46 million. Recently, Riordan made several changes in the way they make and manufacture their products. The company also changed their sales processes and switched to a customer relationship management system. The new strategic model restructures the previous sales approach and these changes require customers to be serviced by teams rather than individual sales people. The required changes are presenting major issues for the transitioning design teams, which consist of three major demographic groups (Baby Boomers, Generation X'ers, and Generation Y'ers). Each group has totally different perspectives and values when it comes to rewards and motivation. Riordan's executive leadership team must find a way to bridge this gap. Challenges

The challenges within Riordan are not only unhappy employees, but also the lack of teamwork from the management staff. The managers have their own perspective on what they think or feel is most important. Some of the managers believe compensation is more important than the new sales strategies. Then there are other managers that feel there are no problems with compensation, and the real problem is leadership, employee development, and job redesign. Because of the inconsistencies within the senior leadership team Riordan faces many internal challenges. Analyzing the findings of the consulting firm and determining the best solution can resolve these challenges. Opportunities

The company is currently faced with an opportunity to re-assess the compensation and benefit plan in order to provide its employees with incentives that match the change in the demands of the individual jobs within the industry. During the re-assessment process, Riordan Manufacturing will be able to determine the most appropriate strategic plan that would benefit both the company and the employees.

Riordan Manufacturing is also faced with an opportunity to re-evaluate the leadership's views on the employees' incentives plan, and how to address the challenges from a team based approach. Overall, Riordan Manufacturing is a successful company, but in order to maintain or advance in the industry the needs of its employees and individual leadership's agenda must be addressed with a new compensation and benefit plan or a revitalization of the current plan. Problem Defined

Since the recent change at Riordan, the employee retention has declined. Employees were not receptive to the recent changes that Riordan implemented. (Dreher, Dougherty, 2001) Riordan decided to give all employees...
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