chapter 10 Building an Organization Capable of Good Strategy Exe

chapter 10 Building an Organization Capable of Good Strategy
Execution: People, Capabilities, and Structure
© 2022 McGraw Hill. All rights reserved. Authorized only for
instructor use in the classroom.
No reproduction or further distribution permitted without the
prior written consent of McGraw Hill.
Copyright Image Source/Getty Images
Chapter 10 gives an overview of strategy execution and
discusses staffing the organization, building the organizational
capabilities, and creating an organizational structure.
© McGraw-Hill Education
3–1
Learning Objectives
After reading this chapter, you should be able to:
Understand what managers must do to execute strategy
successfully.
Understand why hiring, training, and retaining the right people
constitute a key component of the strategy execution process.
Recognize that good strategy execution requires continuously
building and upgrading the organization’s resources and
capabilities.
Identify and establish a strategy-supportive organizational
structure and organize the work effort.
Comprehend the pros and cons of centralized and decentralized
decision-making in implementing the chosen strategy.
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(c) McGraw-Hill Education
10-2
Executing Strategy
Strategy execution:
Is operations-driven, involving management of both people and
business processes.
Is a job for the whole management team, not just a few senior
managers.
Can take many more years to develop as a real proficiency than
implementing strategy.
Requires a determined commitment to change, action, and
performance.
© McGraw Hill
Good strategy execution requires a team effort. All managers
have strategy-executing responsibility in their areas of
authority, and all employees are active participants in the
strategy execution process.
10-3
A Framework for Executing Strategy
Committing to executing a strategy:
Entails figuring out the specific techniques, actions, and
behaviors necessary for a smooth strategy-supportive operation.
Following through to get things done and deliver results.
Making things happen (leadership) and making them happen
right (management).
© McGraw Hill
When strategies fail, it is often because of poor execution.
Strategy execution is therefore a critical managerial endeavor.

The two best signs of good strategy execution are whether a
company is meeting or beating its performance targets and
whether they are performing value chain activities in a manner
that is conducive to company-wide operating excellence.
10-4
FIGURE 10.1 The 10 Basic Tasks of the Strategy Execution
Process
Access the text alternative for slide images.
© McGraw Hill
Staff the organization with managers and employees capable of
executing the strategy well.
Develop the resources and organizational capabilities required
for successful strategy execution.
Create a strategy-supportive organizational structure.
Allocate sufficient resources (budgetary and otherwise) to the
strategy execution effort.
Institute policies and procedures that facilitate strategy
execution.
Adopt best practices and business processes that drive
continuous improvement in strategy execution activities.
Install information and operating systems that enable company
personnel to carry out their strategic roles proficiently.
Tie rewards and incentives directly to the achievement of
strategic and financial targets.
Instill a corporate culture that promotes good strategy
execution.
Exercise the internal leadership needed to propel strategy
implementation forward.

10-5
Building an Organization Capable of Good Strategy Execution:
Three Key Actions
Staffing the organization—putting together a strong
management team, and recruiting and retaining employees with
the needed experience, technical skills, and intellectual capital.
Acquiring, developing, and strengthening the resources and
capabilities required for good strategy execution.
Structuring the organization and work effort.
© McGraw Hill
Putting together a talented management team with the right mix
of experiences, skills, and abilities to get things done is one of
the first steps to take in launching the strategy-executing
process.
10-6
FIGURE 10.2 Building an Organization Capable of Proficient
Strategy Execution: Three Key Actions
© McGraw Hill
Staffing the organization. This includes putting together a
strong management team and recruiting and retaining talented
employees.
Acquiring, developing and strengthening key resources and
capabilities. This action includes developing a set of resources

and capabilities suited to the current strategy; updating
resources and capabilities as external conditions and the firm's
strategy change; and finally, training and retaining company
personnel to maintain knowledge-based and skills-based
capabilities.
Structuring the organization and work effort. The steps for this
action include instituting organizational arrangements that
facilitate good strategy execution; establishing lines of
authority and reporting relationships; and deciding how much
decision-making authority to delegate.
These actions will lead to both strategy-supportive resources
and capabilities, and a strategy-supportive organizational
structure.
10-7
Staffing the Organization
Putting together a strong management team:
Planners who ask tough questions and figure out what needs to
be done.
Implementers who can select, manage, and lead the right people.
Executors who turn decisions into actions that drive the changes
that produce sustainable competitive advantage.
Key takeaway:
A critical mass of talented activist managers.
© McGraw Hill
In many industries, adding to a company’s talent base and
building intellectual capital are more important to good strategy
execution than additional investments in capital projects.
10-8
ILLUSTRATION CAPSULE 10.1 Management Development at

Deloitte Touche Tohmatsu Limited
Learning and development programs that contribute to
Deloitte’s successful execution of its talent strategy:
Clear path to partnership.
Formal training programs.
Special programs for high performers.
Sponsorship, not mentorship.
© McGraw Hill
In the beginning, the employee gains broad exposure through
building a broad consulting experience. Next, an employee will
focus in a field of interest, driving delivery and building
expertise within this field. Finally, eminence is developed in the
chosen field, and it is here that the expertise is broadly applied.
A clear path to partnership, formal training programs, special
programs for high performers, and sponsorship, not mentorship,
are all learning and development programs that contribute to
Deloitte's successful execution of its talent strategy.
10-9
Recruiting, Training, and Retaining Capable Employees
Intensively screen and evaluate applicants to ensure selecting
those who are best-suited and best-fitted.
Provide training programs throughout employee careers.
Offer challenging, interesting, and skill-stretching assignments.
Rotate people through jobs that span functional or geographic
boundaries.
Make the work environment stimulating and engaging so that
the firm is considered a great place to work.
Encourage employees to propose creative ways of operating
better and to push ideas for new products or businesses.
Use assorted financial incentives and perks to retain employees.
Coach average performers to improve their skills and

capabilities, while weeding out underperformers.
© McGraw Hill
The best companies make a point of recruiting and retaining
talented employees; the objective is to make the firm’s entire
workforce (managers and rank-and-file employees) a genuine
competitive asset.
10-10
Developing and Building Critical Resources and Organizational
Capabilities
Approaches to Building and Strengthening Capabilities
Developing organizational capabilities internally
Acquiring capabilities through mergers and acquisitions
Access capabilities through collaborative partnerships
© McGraw Hill
Building new competencies and capabilities is a multistage
process that occurs over a period of months and years. It is not
something that is accomplished overnight.
10-11
Developing Capabilities Internally
Managerial Actions to Develop Competencies and Capabilities.
Strengthen the firm’s base of skills, knowledge, and intellect.
Coordinate and integrate the efforts of work groups and
departments.
© McGraw Hill

A company’s capabilities must be continually refreshed and
renewed to remain aligned with changing customer
expectations, altered competitive conditions, and new strategic
initiatives. In order to develop competencies and capabilities
internally, managers should strengthen the firm's base of skills,
knowledge, and intellect. They should also coordinate and
integrate the efforts of work groups and departments.
10-12
Setting Stretch Goals: From Capability to Competence
© McGraw Hill
Five steps take a stretch goal from capability to competence:
Thinking strategically about a firm's knowledge and skills base
Setting a stretch goal of developing an organizational ability to
do something well
Evolving the ability into a competence or capability by
performing it well and at an acceptable cost
Thinking strategically about a firm's opportunities and
challenges
Refreshing, updating, and upgrading competencies and
capabilities as necessary to gain and maintain competitive
advantage
10-13
Acquiring Capabilities through
Mergers and AcquisitionsA question of…DescriptionA question
of market opportunity: When a market opportunity can slip by

faster than a needed capability can be created internally.A
question of
competitive necessity:When industry conditions, technology, or
competitors are moving at such a rapid clip that time is of the
essence.A question of
successful integration:Tacit knowledge and complex routines
may not transfer readily from one organizational unit to
another.
© McGraw Hill
10-14
Accessing Capabilities through
Collaborative Partnerships
Approaches to Acquiring Capabilities from an External Source:
Outsource the function requiring the capabilities to a key
supplier or another provider.
Collaborate with a firm that has complementary resources and
capabilities.
Engage in a collaborative partnership for the purpose of
learning how the partner does things.
© McGraw Hill
Acquiring capabilities from an external source can be done by:
Outsourcing the function requiring the capabilities to a key
supplier or another provider
Collaborating with a firm that has complementary resources and
capabilities
Engaging in a collaborative partnership for the purpose of
learning how the partner does things

10-15
The Strategic Role of Employee Training
Training is important in:
Executing a strategy that requires different skills, competitive
capabilities, and operating methods.
Organizational efforts to build skills-based competencies.
Supplying technical know-how to employees when rapidly
changing technology puts a firm in danger of losing its ability
to compete.
© McGraw Hill
Increasingly, companies are expecting employees at all levels
are expected to take an active role in their own professional
development and assume responsibility for keeping their skills
up to date and in sync with the company’s needs.
10-16
Strategy Execution Capabilities and
Competitive Advantage
Superior strategy execution capabilities:
Are difficult to imitate and socially complex processes that take
a long time to develop.
Maximize organizational resources and competitive capabilities
in support of the business model.
Lower costs and permit firms to deliver more value to
customers.
Enable a firm to react more quickly to market changes, beat
competitors to market with new products and services, and gain
uncontested market dominance.
© McGraw Hill
Superior strategy execution capabilities are the only source of

sustainable competitive advantage when strategies are easy for
rivals to copy.
10-17
ILLUSTRATION CAPSULE 10.2 Zara’s Strategy-Execution
Capabilities
Strategy is focused on rapid value chain execution:
Quick and flexible design-to-production process.
Close proximity to manufacturing factories.
Lower percentage of commitment to fashion lines than
competitors to keep in-store items fresh.
Small lot-size orders reduce retail discounting, and encourage
impulse-buying and frequent shopping.
Placement of goods in proximity to high-fashion stores as a
substitute for advertising.
© McGraw Hill
10-18
Matching Organizational Structure to the Strategy
Ensuring that structure follows strategy by:
Deciding which value chain activities to perform internally and
which to outsource.
Aligning the firm’s organizational structure with its strategy.
Determining how much authority to delegate.
Facilitating collaboration with external partners and strategic
allies.
© McGraw Hill
A company’s organizational structure should be matched to the

particular requirements of implementing the firm’s strategy.
10-19
FIGURE 10.3 Structuring the Work Effort to Promote
Successful Strategy Execution
© McGraw Hill
To create an organizational structure that is matched to the
requirements of successful strategy execution, the following
actions should be taken
Decide which value chain activities to perform internally and
which ones to outsource
Align the organizational structure with the strategy
Decide how much authority to centralize at the top and how
much to delegate to down-the-line managers and employees
Provide for cross-unit coordination
Finally, facilitate collaboration with external partners and
strategic allies
This will structure the work effort to promote successful
strategy execution
10-20
Deciding Which Value Chain Activities to Perform Internally
and Which to Outsource
Outsourcing’s execution-related benefits:
Helps in outperforming rivals in strategy-critical activities and
in turning a competence into a distinctive competence.
Decreases bureaucracies, flattens structure, speeds decision
making, and shortens response time to changing market

conditions.
Adds to a firm’s capabilities and contributes to better strategy
execution through partnerships with suppliers and channel
partners.
© McGraw Hill
Wisely choosing which activities to perform internally and
which to outsource can lead to several strategy-executing
advantages: lower costs, heightened strategic focus, less
internal bureaucracy, speedier decision making, and a better
arsenal of organizational capabilities.
10-21
ILLUSTRATION CAPSULE 10.3 Which Value Chain Activities
Does Apple Outsource and Why?
How important is outsourcing to Apple’s marketplace success?
Is outsourcing to low-wage overseas manufacturers to avoid
paying higher wages in markets where it sells the majority of its
products a failure of corporate social responsibility by Apple?
© McGraw Hill
10-22
Aligning the Firm’s Organizational Structure with Its Strategy
Organizational structure:
Comprises the formal and informal arrangement of tasks,
responsibilities, lines of authority, and reporting relationships
for the firm.
Structure is aligned with strategy when:
Its design contributes to the creation of value for customers.

Its parts are aligned with one another and also matched to the
requirements of the strategy.
It lowers operating costs through lower bureaucratic costs and
operational efficiencies.
© McGraw Hill
A firm’s organizational structure comprises the formal and
informal arrangement of tasks, responsibilities, lines of
authority, and reporting relationships by which the firm is
administered.
10-23
Matching a Type of Organizational Structure to Strategy
Execution Requirements
Simple Structure
(Line-and-Staff)
Functional Structure (Departmental or Unitary)
Multidivisional Structure
(Divisional or M-form)
Matrix Structure (Composite or Combination)
Strategy Execution Requirements:
Chosen Strategy.
Capabilities and Competencies.
Centralized or Decentralized Control.
© McGraw Hill
Determining How Much Authority to Delegate
Organizational Approaches to Decision Making:
Centralized
Decision Making:
Authority is retained by top management.
Decentralized

Decision Making:
Authority is delegated to lower-level managers and employees.
© McGraw Hill
Basic Tenets of Centralized Versus Decentralized Decision
MakingCentralized Organizational StructuresDecentralized
Organizational StructuresBasic tenetsBasic tenetsDecisions on
most matters of importance should be in the hands of top-level
managers who have the experience, expertise, and judgment to
decide what is the best course of action.Decision-making
authority should be put in the hands of the people closest to,
and most familiar with, the situation.Lower-level personnel
have neither the knowledge, time, nor inclination to properly
manage the tasks they are performing.Those with decision-
making authority should be trained to exercise good
judgment.Strong control from the top is a more effective means
for coordinating company actions.A company that draws on the
combined intellectual capital of all its employees can
outperform a command-and-control company.
© McGraw Hill
10-26
Chief Advantages of Centralized Versus Decentralized Decision
MakingCentralized Organizational
StructuresDecentralized Organizational StructuresChief
advantagesChief advantagesFixes accountability through tight
control from the top.Encourages company employees to exercise
initiative and act responsibly.Eliminates potential for
conflicting goals and actions on the part of lower-level
managers.Promotes greater motivation and involvement in the
business on the part of more company personnel.Facilitates

quick decision making and strong leadership in crisis
situations.Spurs new ideas and creative thinking.NAAllows for
fast response to market change.NAEntails fewer layers of
management.
© McGraw Hill
Efforts to decentralize decision making and give company
personnel some leeway in conducting operations must be
tempered with the need to maintain adequate control and cross-
unit coordination.
10-27
Primary Disadvantages of Centralized Versus Decentralized
Decision MakingCentralized Organizational
StructuresDecentralized Organizational StructuresPrimary
disadvantagesPrimary disadvantagesLengthens response times
by those closest to the market conditions because they must
seek approval for their actions.May result in higher-level
managers being unaware of actions taken by empowered
personnel under their supervision.Does not encourage
responsibility among lower-level managers and rank-and-file
employees.Can lead to inconsistent or conflicting approaches by
different managers and employees.Discourages lower-level
managers and rank-and-file employees from exercising any
initiative.Can impair cross-unit collaboration.
© McGraw Hill
The ultimate goal of decentralized decision making is to put
authority in the hands of those persons closest to and most
knowledgeable about the situation.

10-28
Capturing Cross-Business Strategic Fit in a Decentralized
Structure
Capturing Cross-Business Strategic Fit Through:
Enforcing close cross-business collaboration to avoid
duplication of effort.
Centralizing related functions requiring close coordination at
the corporate level.
© McGraw Hill
Capturing cross-business strategic fit includes enforcing close
cross-business collaboration to avoid duplication of effort, as
well as centralizing related functions requiring close
coordination at the corporate level.
10-29
Facilitating Collaboration with External Partners and Strategic
Allies
Strategic alliances.
Outsourcing arrangements.
Joint ventures.
Cooperative partnerships.
Creating a Network Structure:
Using “relationship managers” to build and maintain
cooperative arrangements of value for both parties.
© McGraw Hill
"Relationship managers" can be used to build and maintain
cooperative arrangements of value to both parties. They
facilitate strategic alliances, outsourcing arrangements, joint
ventures, and cooperative partnerships.

10-30
Further Perspectives on Structuring the Work Effort
Matching Structure to Strategy:
Pick a basic organizational design that matches structure to
strategy.
Supplement design with appropriate coordinating mechanisms.
Institute collaborative networking and communication
arrangements.
© McGraw Hill
A network structure is a configuration composed of a number of
independent organizations engaged in some common
undertaking, with one firm typically taking on a more central
role.
10-31
End of Main Content
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instructor use in the classroom.
No reproduction or further distribution permitted without the
prior written consent of McGraw Hill.
Because learning changes everything.®
www.mheducation.com
Text Alternates for Slide Images
© McGraw Hill

Figure 10.1 The 10 Basic Tasks of the Strategy Execution
Process, Text Alternative
Return to slide containing the original image.
The action agenda for executing strategy:
Staff the organization with managers and employees capable of
executing the strategy.
Develop the resources and capabilities required for successful
strategy execution.
Establish a strategy-supportive organizational structure.
Allocate sufficient resources to the strategy execution effort.
Institute policies and procedures that facilitate strategy
execution.
Adopt business management processes that drive continuous
improvement.
Install information and operating systems that support strategy
execution activities.
Tie rewards directly to the achievement of performance
objectives.
Foster a corporate culture that promotes good strategy
execution.
Exercise the leadership needed to propel strategy execution
forward.
Return to slide containing the original image.
© McGraw Hill
10-34
Figure 10.2 Building an Organization Capable of Proficient

Strategy Execution: Three Key Actions, Text Alternative
Return to slide containing original image.
Staffing the organization. This includes putting together a
strong management team and recruiting and retaining talented
employees.
Acquiring, developing and strengthening key resources and
organizational capabilities. This action includes developing a
set of resources and capabilities suited to the current strategy;
updating resources and capabilities as external conditions and
the firm's strategy change; and finally, training and retaining
company personnel to maintain knowledge-based and skills-
based capabilities.
Structuring the organization and work effort. The steps for this
action include instituting organizational arrangements that
facilitate good strategy execution; establishing lines of
authority and reporting relationships; and deciding how much
decision-making authority to delegate.
These actions will lead to both strategy-supportive resources
and capabilities, and a strategy-supportive organizational
structure.
© McGraw Hill
10-35
Setting Stretch Goals: From Capability to Competence, Text
Alternative
Five steps take a stretch goal from capability to competence:
Thinking strategically about a firm's knowledge and skills base.
Setting a stretch goal of developing an organizational ability to
do something well.

Evolving the ability into a competence or capability by
performing it well and at an acceptable cost.
Thinking strategically about a firm's opportunities and
challenges.
Refreshing, updating, and upgrading competencies and
capabilities as necessary to gain and maintain competitive
advantage.
© McGraw Hill
Figure 10.3 Structuring the Work Effort to Promote Successful
Strategy Execution, Text Alternative
To create an organizational structure that is matched to the
requirements of successful strategy execution, the following
actions should be taken:
Decide which value chain activities to perform internally and
which ones to outsource.
Align the organizational structure with the strategy.
Decide how much authority to centralize at the top and how
much to delegate down the line.
Provide for cross-unit coordination.
Facilitate collaboration with external partners and strategic
allies.
This will structure the work effort to promote successful
strategy execution.
© McGraw Hill
3

Defining Goals
Shawnette Howard
SNHU
610
11/9/2021
Defining Goals
A global organization that bottles and distributes soft
drinks intends to open a new bottling site in a new location. The
problem that the organization is currently facing is the strategy
for selecting the appropriate leadership for the new site. Many
people have indicated their interest in filling the position,
including individuals in the other local branches of the
organization and that which is situated in Canada. Selecting
appropriate leaders for the new site is a significant challenge
because some potential candidates claim that they will no longer
work for the organization if they are not chosen to be leaders.
Such a move will negatively impact the organization because it
will undergo an extra expense of recruiting and training new
workers to replace those who will leave (Coccia, 2020).

Therefore an effective strategy should be used to select the
appropriate leaders.
The stakeholders involved in the problem are those
individuals or groups of individuals who will be directly or
indirectly affected by the ramifications of the situation
described in the scenario. The stakeholders, in this case, include
the clients. If the organization fails to select the appropriate
leader, the clients will be affected because its productivity will
decline (Pirozzi, 2019). Another significant group of
stakeholders, in this case, are the employees. The employees
will be impacted by the decision made by the executive team
regarding the emerging issue. The leadership style of the leader
who will be selected will determine the organization's
productivity (Pirozzi, 2019). The shareholders and investors in
the organization are also significant stakeholders because the
strategies that will be used in selecting new leaders and their
impacts will determine the enterprise's productivity and, in turn,
affect its profit margin.
In conclusion, the organization needs to find an effective
strategy for selecting leaders for the new bottling site that will
not negatively impact its other operations. It should also not
negatively impact the enterprise's stakeholders, including the
employees, clients, and shareholders.

Reference
Coccia, M. (2020). Comparative critical decisions in
management. Global Encyclopedia of Public Administration,
Public Policy, and Governance. Springer Nature Switzerland
AG.
Pirozzi, M. (2019). Stakeholders, who are they?. PM World
Journal, 8(9), 1-10.
Running Head: PROBLEMS CAUSE –EFFECT 1
PROBLEMS CAUSE –EFFECT 4
Problems Cause –Effect
SNHU
Shawnette Howard
11/15/2021

Data on the current situation will be collected through the use
of semi structured questionnaires that will be administered to
the employees and all the stakeholders of the Garden Depot.
The employees and the other actors and all stakeholders will get
to fill the questionnaires individually so that the true view of
the case can be gotten from each and every individual. Also,
focus group discussions will be conducted with the management
coupled with key informant interviews done to the managers
independently. The data will be evaluated using descriptive and
inferential statistics to ascertain the degree of correctness of the
data.
Ishikawa diagram draft (Liliana, 2016)
Time constraint
Lack of Resources
Communication problems
Conflict
Poor performance standards
Poor processes
Poor role clarification
The critical variables that require further analysis include
communication problems, poor performance standards and
lack/inadequate resources.
These critical variables will play the role of baseline. This
means that in developing the corrective changes, the
organization will need a basis of making inferences and

comparisons from. Any corrective change will be tested using
these critical variables to ensure that the changes that are being
made are actually solving the causes and effects of these
variables.
The root causes of the conflicts are; failure of the organization
and the management to establish performance standards which
could be used as a basis of making comparison between the
actual performance and the performance that the organization
had anticipated. Also, inadequate resources in the organization
have been a cause of conflicts. Any organization cannot run
effectively without resources adequacy because all the activities
and processes in the organization need resources to run
effectively. These resources might include financial resources
and even human resources. Also poor communication leads to
emanation of conflicts because of lack of understanding and
lack of effective flow of information between the different
individuals in the organization.
The questions that I would ask the stakeholders would include;
what is their take on the above identified variables and how
they think the organization can be able to handle these issues?
What are the ways that the organization is prepared to cushion
itself against the effects of the identified critical variables and
how prepared is the organization for the aftermath of the
conflict? How can the organization avoid such critical variables
which are conflict causing in the organization in the future?
Finally, how can you the stakeholders help the organization at
this time of the conflict in trying to resolve the conflicts?
The five whys include; why is the organization in the state it is
currently? Why is the conflict affecting the organization that
much? Why can’t the organization avoid such scenarios in the
near future? Why are the critical variables affecting the conflict
resolution of the organization? Why will the stakeholders be
needed in the conflict resolution of the organization?
References

Liliana, L. (2016, November). A new model of Ishikawa
diagram for quality assessment. In IOP Conference Series:
Materials Science and Engineering (Vol. 161, No. 1, p. 012099).
IOP Publishing.
4
Garden Depot case study
Shawnette Howard
SNHU
Corrective actions
In Garden depot there are various issues which are causing
problems and one of the major issues is bad leadership which
has resulted into role conflict. Role conflict is where some of
the employees have to fulfill various conflicting demands
related to their jobs. To solve this the corrective action is to
change the management of the organization (Steers & Lee,
2017). Some of the employees also lack the necessary skills and
knowledge to perform their tasks and hence there is need for

training of the employees.
Quantifiable metrics
The main aim of the corrective actions is to enhance
productivity which can be measured through various metrics.
The first metric is Planned-to-done ratio where the management
will ask itself how much work its team actually completes.
Tracking whether the tasks and projects in the organization are
completed in the way the management desires is a way of
measuring the employees’ capability of getting work done in the
depot. Customer satisfaction will be needed to track how well
customers are satisfied with the services and products from the
business. Lastly revenue per employee can be used to measure
how much revenue is generated by the particular employees and
hence the employees who are pulling the organization behind
will be identified.
Areas of resistance
The first area of resistance is employee resistance towards the
change of the management due to the fact that they are used to
the existing managers. The recommendation for this resistance
is to brief the employees before the change. Another area of
resistance will be lack of management support towards the
training of employees. This can be fixed by changing the
management first before training process. Lastly there could be
resistance of employees towards training since they might view
it as added work. The employees need briefing on the
importance of the training programs to them and the
organization.
Leadership styles
The leadership styles on employee engagement and employee
empowerment are very poor in the organization. Some of the
employees do not have the skills which are needed to complete
their responsibilities and this means that they do not have the
right training. Most of them are also not aware of their work
environment due to the lack of fit between their individual tasks
and the organization (Oc, 2018). The employees need to be
aware of their responsibilities for the performance of the

organization to improve.
Team building process
My experience with the team building process is that it’s a good
way for the organization employees to know each other, accept
the differences between themselves, and realize each other’s
weaknesses and strengths. The Tuckman model is very
important in the organization as it helps create a clear vision for
a team. With the model a team is able to focus on specific goals
and complete the needed tasks and responsibilities.
Effective Leadership and Team Building
Participative leadership will help ensure that employees are
involved in all affairs of the organization and this will increase
productivity and the employees’ sense of belonging. A
transformational leadership style would also help the
management inspire the employees to impact change in the
organization (Pollack & Matous, 2019). Team building in the
organization could involve a retreat of the management and
employees to solve the issues between them.
References
Oc, B. (2018). Contextual leadership: A systematic review of
how contextual factors shape
leadership and its outcomes. The Leadership Quarterly, 29(1),
218-235.
Pollack, J., & Matous, P. (2019). Testing the impact of targeted
team building on project team
communication using social network analysis. International
Journal of Project Management, 37(3), 473-484.
Steers, R. M., & Lee, T. W. (2017). Facilitating effective
performance appraisals: The role of
employee commitment and organizational climate.
In Performance measurement and theory (pp. 75-93). Routledge.
WCM 610 Final Project Guidelines and Rubric

Overview
For the final project in this course, you will develop an
executive summary presentation with speaker notes. Imagine
that you are a human resource
professional in an organization that is struggling with a conflict
regarding a critical strategic project. Leaders in the
organization are looking to you to assess the
conflict, determine what the key issues are, and recommend an
action plan to resolve it.
Organizational managers, and especially human resource
professionals, need to develop a mindset that sees
organizational conflict as a naturally occurring,
expected event in any organization. Conflict brings attention to
“pinch points” in organizations and needs to be perceived as an
opportunity for improvement,
not as a distraction to the job at hand. This course introduces
key concepts of organizational conflict in this context, and
provides you with some common
industry tools and templates you will use as you seek to
understand the root causes of a conflict and develop action
plans to address them.
In this project, you will use organizational tools associated with
the define, measure, analyze, improve, and control (DMAIC)
process, a Six Sigma problem-solving
methodology that many organizations use to solve a variety of
issues. By following the rudimentary elements of the DMAIC
process, you will define the problem,
measure its impact on the organization, analyze the issue in
order to assess how best to resolve it, develop recommendations
to improve the situation (propose
a solution), and suggest an ongoing process to ensure the
proposed solution controls the issue, preventing a flare-up or

reoccurrence of the original issue.
The project is divided into three milestones, which will be
submitted at various points throughout the course to scaffold
learning and ensure quality final
submissions. These milestones will be submitted in Modules
Three, Five, and Seven. The final product will be submitted in
Module Nine.
In this assignment, you will demonstrate your mastery of the
following course outcomes:
nflicts involving organizational culture for
determining the root causes of dissonance between
organizational values and the individual values
of its members
-driven processes that determine critical
variables present in conflicts between employees for addressing
organizational conflict situations
-based strategies for addressing future
conflicts involving organizational culture
informing organizational leaders on how to increase employee
engagement, foster
collaboration, and build effective teams
-analysis strategies for assessing the
congruence of ethical, moral, and legal variables present in
conflict situations between
employees and organizational values

Prompt
For your project, you will choose one of the case studies
provided—Final Project Case Study One or Final Project Case
Study Two—and develop an executive
summary presentation with speaker notes and citations based on
the case study. In your presentation, you will analyze the case
study, determine the cause of
the conflict, recommend corrective actions to resolve the
conflict, and make recommendations to avoid similar conflicts
in the future.
Specifically, the following critical elements must be addressed:
I. Defining Goals: In this section, you will summarize the
desired resolution to the conflict in the case study based on
your knowledge of the organization’s
business goals, customer needs, and the process that needs to
improve.
A. Construct a problem statement that clearly articulates the
personnel conflict that has arisen. Be sure to consider the
project scope and future-
state goal in contextualizing the conflict.
B. Complete a stakeholder analysis, identifying the key
stakeholders that are involved in or affected by the current
situation and future-state goal
as articulated in the problem statement.

C. Develop a high-level suppliers, inputs, process, outputs, and
customers (SIPOC) process map, identifying the quantitative
and qualitative
variables that are likely to contribute to the conflict.
II. Measuring Performance: In this section, you will create a
process to gather data on the current situation.
A. Propose a process to effectively collect data on the identified
variables (from the SIPOC analysis) and appropriately evaluate
it.
B. Construct an Ishikawa diagram (fishbone diagram) of the
variables that contribute to the conflict, selecting the critical
variables that require
further analysis.
C. Describe the role of these critical variables in developing
corrective changes to address the conflict in the problem
statement.
III. Analysis: In this section, you will begin to create a picture
of what the future state will look like, focusing on the proposed
solution.
A. Determine the root causes of the conflict by assessing the
variables you identified and the information provided in the
case study.
B. Construct questions you would ask of the stakeholders (voice
of customer) if this were a live situation to pressure test your
initial assessment of
the probable root causes.
C. Using the “Five Whys” process, construct additional
questions you anticipate needing to ask as stakeholders answer
your initial question.

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.
A. Recommend appropriate corrective actions to address the
previously determined root causes of the conflict.
B. Propose quantifiable metrics that could measure progress in
implementing the recommended corrective actions.
C. Identify potential areas of resistance to the recommended
corrective actions, providing recommendations to reduce such
resistance.
D. Assess the effectiveness of various leadership styles on
employee engagement and employee empowerment in the case
study.
E. Determine how an effective team-building process could
have prevented some of the issues with the dysfunctional team
in the case study. You
might consider team-building models like Drexler/Sibbet or
Tuckman.
F. Recommend effective leadership styles and team-building
processes that organizational leadership could use to promote
increased employee
engagement and foster collaboration moving forward.
http://snhu-
media.snhu.edu/files/course_repository/graduate/wcm/wcm610/
wcm610_final_project_case_study_one.pdf
http://snhu-
media.snhu.edu/files/course_repository/graduate/wcm/wcm610/
wcm610_final_project_case_s tudy_two.pdf

V. Controls: This section will recommend methods that should
help ensure the proposed solution resolves the defined problem
now and in the future.
A. Describe how you would address ethical, cultural, and legal
variables that present challenges when working with team
members from different
backgrounds and different geographic regions. Support your
response with relevant examples.
B. Explain how organizational values can be identified,
validated, and codified to reduce the potential for organizational
dissonance.
C. Develop an appropriate gap-analysis strategy to periodically
assess the congruence, or lack thereof, between an
organization’s espoused values
and its enacted values. Be sure to consider the ethical, cultural,
and legal variables in the development of your gap-analysis
strategy.
Milestones
Milestone One: Defining Goals
In Module Three, you will take what you have learned about
Define and begin your work on your selected case study,
establishing the Define phase of the
DMAIC process. This milestone is graded with the Milestone
One Rubric.
Milestone Two: Measuring and Analyzing Conflict
In Module Five, you will provide the Measure and Analyze
phases of the DMAIC process and apply them to your selected
case study. You will first measure
performance by creating a process to gather data on the current
situation and then begin to create a picture of what the future

state will look like, focusing on
the proposed solution. This milestone is graded with the
Milestone Two Rubric.
Milestone Three: The Improve Phase—The Path to Solving
Conflict
In Module Seven, you will submit a draft of the Improve phase
for your selected case study. It should focus on your Improve
recommendations, while also
probing those recommendations for unwanted consequences.
This milestone is graded with the Milestone Three Rubric.
Final Submission: Executive Summary Presentation With
Speaker Notes
In Module Nine, you will submit your final presentation. It
should contain your compilation of your learning, incorporating
all instructor feedback on your three
previous milestones and showcasing the DMAIC process for
your selected case study. It should be a complete, polished
artifact containing all of the critical
elements of the final product. It should reflect the incorporation
of feedback gained throughout the course. This submission will
be graded using the Final
Project Rubric.
Deliverables
Milestone Deliverable Module Due Grading
1 Defining Goals Three Graded separately; Milestone One
Rubric
2 Measuring and Analyzing Conflict Five Graded separately;
Milestone Two Rubric
3 The Improve Phase—The Path to Solving Conflict Seven

Graded separately; Milestone Three Rubric
Final Submission: Executive Summary
Presentation With Speaker Notes
Nine Graded separately; Final Project Rubric
Final Project Rubric
Guidelines for Submission: Your executive summary
presentation should be 10 to 12 slides in length, accompanied
by speaker notes. It should be of professional
quality. Use APA formatting and citations.
Critical Elements Exemplary (100%) Proficient (90%) Needs
Improvement (70%) Not Evident (0%) Value
Defining Goals:
Problem Statement
[WCM-610-01]
Meets “Proficient” criteria and
problem statement
demonstrates a complex grasp
of the personnel conflict and
how it relates to the project
scope and future-state goal
Constructs a problem
statement that clearly
articulates the personnel
conflict that has arisen,

considering the project scope
and future-state goal in
contextualizing the conflict
Constructs a problem
statement that articulates the
personnel conflict that has
arisen, considering the project
scope and future-state goal in
contextualizing the conflict, but
problem statement is cursory,
lacks clarity, or contains
inaccuracies
Does not construct a problem
statement that articulates the
personnel conflict that has arisen
6.4
Defining Goals:
Stakeholder Analysis
[WCM-610-01]
response demonstrates a
sophisticated awareness of
who is involved in and affected
by the current situation and
future goal as articulated in the
problem statement
Completes a stakeholder
analysis, identifying the key
stakeholders who are involved

in or affected by the current
situation and future-state goal
as articulated in the problem
statement
Completes a stakeholder
analysis, identifying
stakeholders who are involved
or affected by the current
situation and future-state goal,
but analysis is cursory or
contains inaccuracies, or
stakeholders identified are not
relevant given the problem
statement
Does not complete a stakeholder
analysis, identifying the
stakeholders who are involved or
affected by the current situation
and future-state goal
6.4
Defining Goals:
Process Map
[WCM-610-01]
process map demonstrates
keen insight into the
quantitative and qualitative
variables that are likely to
contribute to the conflict

Develops a high-level SIPOC
process map, identifying the
quantitative and qualitative
variables that are likely to
contribute to the conflict
Develops a SIPOC process map,
identifying the quantitative and
qualitative variables that are
likely to contribute to the
conflict, but process map is
cursory or contains
inaccuracies
Does not develop a SIPOC
process map
6.4
Measuring
Performance:
Identified Variables
[WCM-610-02]
proposed process
demonstrates keen insight into
how to collect and
appropriately evaluate data on
identified variables
Proposes a process to
effectively collect data on the
identified variables and
appropriately evaluate it

Proposes a process to collect
and evaluate data on identified
variables but proposition is
cursory or illogical, collection
method is not effective, or
evaluation process is not
appropriate
Does not propose a process to
collect and evaluate data on
identified variables
6.4
Measuring
Performance:
Ishikawa Diagram
[WCM-610-02]
critical variables identified
demonstrate a sophisticated
awareness of the complexities
of problem being addressed
Constructs an Ishikawa
(fishbone) diagram of the
variables that contribute to the
conflict, selecting critical
variables that require further

analysis
Constructs an Ishikawa
(fishbone) diagram of variables
that contribute to the conflict,
selecting the variables that
require further analysis, but
variables selected are not
logical or are not critical for
further analysis
Does not construct an Ishikawa
(fishbone) diagram of the
variables that contribute to the
conflict
6.4
Measuring
Performance: Critical
Variables
[WCM-610-02]
description makes particularly
cogent connections between
the critical variables and the
conflict articulated in the
problem statement
Describes the role of critical
variables in developing
corrective changes to address
the conflict in the problem
statement

Describes the role of different
variables in developing
corrective changes to address
the conflict in the problem
statement but description is
cursory or contains
inaccuracies, or variables
discussed are not critical to
resolving the conflict
Does not describe the role of
different variables in developing
corrective changes to address the
conflict in the problem statement
6.4
Analysis: Root Causes
of Conflict
[WCM-610-03]
determined root causes
demonstrate keen insight into
the complexity of the conflict
Determines the root causes of
the conflict by assessing the
variables identified and the
information provided in the
case study
Determines the root causes of
the conflict by assessing the

variables identified and the
information provided in the
case study but determination is
cursory or illogical
Does not determine the root
causes of the conflict by
assessing the variables identified
and the information provided in
the case study
3.2
Analysis: Questions of
the Stakeholders
[WCM-610-03]
questions demonstrate keen
insight into the complexity of
determining the root causes of
conflict from stakeholder
interviews
Constructs questions to ask the
stakeholders to pressure test
the initial assessment of
probable root causes
Constructs questions for
stakeholders to pressure test
the initial assessment of
probable root causes but
questions are cursory or
illogical

Does not construct questions for
stakeholders to pressure test the
initial assessment of probable
root causes
3.2
Analysis: Additional
Questions
[WCM-610-03]
questions expertly integrate
information provided and the
“Five Whys” process
Uses the “Five Whys” process
to construct additional
questions that may need to be
asked as stakeholders answer
initial questions
Constructs additional questions
that may need to be asked as
stakeholders answer initial
questions but questions are
illogical or do not use the “Five
Whys” process
Does not construct additional
questions that may need to be
asked as stakeholders answer
initial questions

3.2
Improve: Corrective
Actions
[WCM-610-03]
recommended actions
demonstrate a sophisticated
approach to addressing the
causes of the conflict
Recommends appropriate
corrective actions to address the
previously determined root
causes of the conflict
Recommends corrective actions
to address the previously
determined root causes of the
conflict but recommendation is
cursory or corrective actions are
not appropriate
Does not recommend corrective
actions to address the previously
determined root causes of the
conflict
3.2
Improve: Quantifiable

Metrics
[WCM-610-03]
proposed metrics demonstrate
a nuanced approach to
measuring the progress in
implementing the
recommended corrective
actions
Proposes quantifiable metrics
that could measure progress in
implementing the recommended
corrective actions
Proposes metrics that could
measure progress in
corrective actions but proposal is
cursory or illogical
Does not propose metrics that
could measure progress in
corrective actions
3.2
Improve: Areas of
Resistance
[WCM-610-03]

recommendations
how corrective actions might
be resisted
Identifies potential areas of
resistance to the recommended
corrective actions, providing
recommendations to reduce
such resistance
Identifies potential areas of
corrective actions, providing
recommendations to reduce
such resistance, but
recommendations are cursory or
illogical
Does not identify potential areas of
corrective actions
3.2
Improve: Leadership
Styles
[WCM-610-04]
assessment demonstrates a
complex grasp of the impacts
of leadership styles on
employees

Assesses the effectiveness of
various leadership styles on
employee engagement and
employee empowerment in the
case study
Assesses the effectiveness of
various leadership styles on
case study but assessment is
cursory, illogical, or contains
inaccuracies
Does not assess the effectiveness
of various leadership styles on
case study
6.4
Improve:
Team-Building
Process
[WCM-610-04]
determination demonstrates a
complex grasp of what makes
team-building processes
effective
Determines how an effective
team-building process could

have prevented some of the
issues with the dysfunctional
team in the case study
Determines how a team-building
process could have prevented
some of the issues with the
dysfunctional team in the case
study but determination is
cursory, contains inaccuracies, or
does not describe effective
team-building strategies
Does not determine how a team-
building process could have
prevented some of the issues with
the dysfunctional team in the case
study
6.4
Improve: Effective
Leadership and Team
Building
[WCM-610-04]
recommendations
what makes leadership styles
and team-building processes
effective
Recommends effective
leadership styles and team-

building processes that
organizational leadership could
use to promote increased
foster collaboration moving
forward
Recommends leadership styles
and team-building processes
that organizational leadership
could use to promote increased
foster collaboration moving
forward but recommendations
are illogical or are not based on
effective leadership styles and
team-building processes
Does not recommend leadership
styles and team-building processes
that organizational leadership
could use to promote increased
employee engagement and foster
collaboration moving forward
6.4
Controls: Ethical,
Cultural, and Legal
Variables
[WCM-610-05]

response demonstrates a
complex grasp of the potential
challenges presented by
ethical, cultural, and legal
variables when working with
team members from different
backgrounds and geographic
regions
Describes method of
addressing ethical, cultural,
and legal variables that present
challenges when working with
regions and supports response
with relevant examples
Describes method of
addressing ethical, cultural,
and legal variables that present
regions and supports response
with examples, but description
is cursory or contains
inaccuracies, or supporting
examples are not relevant
Does not describe method of
addressing ethical, cultural, and
legal variables that present

regions
6.4
Controls:
Organizational Values
[WCM-610-05]
explanation demonstrates a
keen insight into the potential
for organizational values to
reduce organizational
dissonance
Explains how organizational
values can be identified,
validated, and codified to
reduce the potential for
organizational dissonance
Explains how organizational
values can be identified,
validated, and codified to
reduce the potential for
organizational dissonance but
explanation is cursory, illogical,
or contains inaccuracies
Does not explain how
organizational values can be
identified, validated, and codified
to reduce the potential for

organizational dissonance
6.4
Controls:
Gap-Analysis Strategy
[WCM-610-05]
gap-analysis strategy makes
especially cogent connections
between an organization’s
espoused values and its
enacted values
Develops an appropriate gap-
analysis strategy to periodically
assess the congruence, or lack
thereof, between an
and its enacted values,
considering ethical, cultural,
and legal variables in the
development of the strategy
Develops a gap-analysis
strategy to periodically assess
the congruence, or lack
thereof, between an
and its enacted values,
considering ethical, cultural,
and legal variables in the
development of the strategy,
but strategy is cursory, illogical,

or not appropriate
Does not develop a gap-analysis
strategy to periodically assess the
congruence, or lack thereof,
between an organization’s
espoused values and its enacted
values
6.4
Articulation of
Response
Submission is free of errors
related to citations, grammar,
spelling, syntax, and
organization and is presented
in a professional and easy-to-
read format
Submission has no major errors
spelling, syntax, or organization
Submission has major errors
that negatively impact
readability and articulation of
main ideas
Submission has critical errors
that prevent understanding of

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