1 2 Purpose Statement The primary objective of this internal business proposal is to give guidelines and recommendations on how to implement an effective upper-level management transition and adjustments without hurting or demoralizing other stakeholders in the organization. It is common practice for organizations to implement some top-level management realignment to help achieve predetermined goals, including increasing performance or avoiding the cost of recruiting employees from outside the organization. However, such changes are bound to elicit and attract divergent reactions from other employees and customers of the organization. Some employees will feel motivated while others will be repugnant to such realignment, and by extension, customers will also display diverse reactions. To this end, some well-defined guidelines have to be adopted and implemented by the organization to provide a clear pathway of carrying out top-level management transition without hurting other stakeholders. To this effect, this internal business proposal will seek to provide solutions to potential problems that come with top-level management restructuring. Problem Statement Transition and adjustment of top-level management often generate mixed results for the organization. More often than not, the affected stakeholders, such as employees and customers, will either feel motivated or discouraged by the changes (Blazhennyi, 2021). Either way, upper-level management transition is bound to affect the normal operations of the business. For instance, the organization's productivity will be affected either positively or negatively depending on the reactions and responses of the stakeholders. Similarly, employees' satisfactions and customer importance are likely to change, thus impacting the business's operations. Statistics have indicated that upper-level management restructuring will often lead to a decrease in the company's productivity. The relationship between productivity and transition in the top-level management is presented in the graph below, which plots productivity against some change. The graph conspicuously reveals that as the number of transitions increases, productivity drops. For instance, when the number of transitions increases from 2 to 5, productivity drops by 0.3. Data and Research Findings The data used in this internal business proposal was collected by using questionnaires. The questionnaires were prepared to get information about the effects of the top-level management transition on the performance of the business. Various metrics were used to help gather meaningful data about transition effects. Such metrics were: Cost of the making internal management restructuring, employees 'satisfaction, the quality and efficiency issues, and customer’s importance. The questionnaire used a scale with values ranging from 1-5. A response of 1 indicated that the effects of upper-level management transition have an almost negligible impact on the ...

1. 1
2
Purpose Statement
The primary objective of this internal business proposal is to
give guidelines and recommendations on how to implement an
effective upper-level management transition and adjustments
without hurting or demoralizing other stakeholders in the
organization. It is common practice for organizations to
implement some top-level management realignment to help
achieve predetermined goals, including increasing performance
or avoiding the cost of recruiting employees from outside the
organization. However, such changes are bound to elicit and
attract divergent reactions from other employees and customers
of the organization. Some employees will feel motivated while
others will be repugnant to such realignment, and by extension,
customers will also display diverse reactions. To this end, some
well-defined guidelines have to be adopted and implemented by
the organization to provide a clear pathway of carrying out top-
level management transition without hurting other stakeholders.
To this effect, this internal business proposal will seek to
provide solutions to potential problems that come with top-level
management restructuring.
Problem Statement
Transition and adjustment of top-level management often

2. generate mixed results for the organization. More often than
not, the affected stakeholders, such as employees and
customers, will either feel motivated or discouraged by the
changes (Blazhennyi, 2021). Either way, upper-level
management transition is bound to affect the normal operations
of the business. For instance, the organization's productivity
will be affected either positively or negatively depending on the
reactions and responses of the stakeholders. Similarly,
employees' satisfactions and customer importance are likely to
change, thus impacting the business's operations. Statistics have
indicated that upper-level management restructuring will often
lead to a decrease in the company's productivity. The
relationship between productivity and transition in the top-level
management is presented in the graph below, which plots
productivity against some change.
The graph conspicuously reveals that as the number of
transitions increases, productivity drops. For instance, when the
number of transitions increases from 2 to 5, productivity drops
by 0.3.
Data and Research Findings
The data used in this internal business proposal was collected
by using questionnaires. The questionnaires were prepared to
get information about the effects of the top-level management
transition on the performance of the business. Various metrics
were used to help gather meaningful data about transition
effects. Such metrics were: Cost of the making internal
management restructuring, employees 'satisfaction, the quality
and efficiency issues, and customer’s importance. The
questionnaire used a scale with values ranging from 1-5. A
response of 1 indicated that the effects of upper-level
management transition have an almost negligible impact on the
performance of the business. In contrast, a value of 5 showed
that internal management restructuring has more effects on the
organization. The research gave the following findings.
Cost-effectiveness- The findings show that internal upper-level

3. management adjustment reduces the organization's cost since
the business will not incur the charge of advertisement of the
new position and hiring process. Similarly, the company will
not organize for the training since the employees' adjusted
understands how the business culture and the goals that the
company is pursuing. The results shows that upper-level
management reshuffling will help to save up to 66% cost of the
organization. On the other hand, the research findings further
shows that top-level management transition has small effects on
employees' satisfaction, contributing to only a 2% improvement
in happiness.
In addition to employees' satisfaction, the research findings
indicate that internal management realignment will influence
efficiency by 7%. The promoted employees will feel motivated
because of the new benefits and job satisfaction, thus increasing
efficiency in the operations. Notably, the results reveal that
upper-level management adjustment will influence the quality
of business by 16% since it is assumed that when managers are
rotated, they become much more accustomed to the company's
operations, thus increasing rate (Salas et al.2020). Similarly, it
can be seen that internal management transition affects
customers' importance by 9%. The data and research findings of
the internal upper-level management reshuffling are presented
in the pie chart below.
Proposed
Solution
s
Communication- the need for communication cannot be
underestimated in facilitating effective and constructive upper -

4. level management transition. When the purpose and reasons of
adjustment are precisely communicated and understood by all
stakeholders, it helps to increase trust in the process.
Communication can only be effective when it is done at the
right time. When employees are informed before the impending
management restructuring, it helps the organization identify the
potential problems and address them effectively. Likewise,
effective communication is ideal because it helps assure the
employees about their security even in the face of new
management dispensation. The research has indicated that the
company's success springs from the level of employee
motivations; therefore, the communication is a panacea of
facilitating effective top-level management adjustments.
However, sometimes communication may not yield the desired
results if done haphazardly, and the employees feel that the
proposed management shift threatens their job security.
Another key solution to the upper-level adjustment problem is
embracing rotational terms of services. When managers are
periodically rotated, it helps build a strong business culture
since managers will understand the organization's general
operations. Similarly, rotational management helps improve
managers' skills since they will be exposed to new challenging
tasks, thus helping them grow. On the other hand, the rotational
direction may result in resentment since some managers will
find it hard to be replaced.

5. Training is a critical aspect of solving upper-level management
problems. When managers are adequately trained about the
proposed restructuring, they take up the new responsibilities
with zeal. However, this solution is an end in itself. Some
limitations are bound to occur. For instance, the company will
have to pay for such training, which may increase operational
costs. The chart below shows the improvement that can arise
when the solution discussed above are implemented.
Stakeholder’s analysis and Benefits
Stakeholders are an essential component in facilitating practical
application and the success of the suggested solutions. This
analysis evaluates their response towards the proposed solutions
for the successful implementation of an upper-level
management reshuffle. The study will focus on determining the
shareholder's level of knowledge in the programs, interest, and
support, influencing the plan and action for stakeholder's
engagement. The shareholders considered in this analysis
include; the project manager, chief technology officer, Human
resource manager, CEO of the company, workshop manager, and
other low-level employees.
Shareholders' attitude: the analysis of the shareholders indicates
various degrees of interest in the program. The stake ranges
from high to low, implying positive shareholders attitude
towards the identified problem (Garbin, 2019). On the other

6. hand, common interest shows that the shareholders have a
limited attitude towards the program. High shareholders'
attitude is a good sign of the shareholders' commitment to
solving the effects of top-level management realignment. As
outlined in the proposed solutions to the problem,
communication is critical in encouraging other shareholders to
low interest and building their attitude for successful
implementation of the programs. The shareholders will benefit
if the project is successfully implemented since the changes will
help enhance the company's productivity.
Shareholder level of influence: The analysis of shareholders
shows different levels of power of the program. The influence
level ranges from the intense, moderate, and low force with
high, indicating that the shareholders have significant impacts
on the program's success (Eskerod & Larsen, 2018). The
analysis reveals that the project manager has the most decisive
influence over the outcome of the project. This influence stems
from the role of the project manager in directing and controlling
the whole project. On the other hand, the junior-level employees
have limited power over the program because they have the
least control over the project, and they don't play a direct role
in decision making. Through effective communications, the
shareholder, such as lower-level employees, will benefit from
increased influence over the program's implementation.
Shareholders' experience: the experience of shareholders in

7. understanding the problem is essential towards effective and
constructive implementation of the project. Statistics have
shown that in the past shareholder experience and knowledge
about the top-level management was limited, thus leading to the
problem of management transition. As outlined in the solution
to the problem, this project seeks to build shareholders'
experience and knowledge of the program. The experience will
be achieved through enhanced communication and training.
When shareholders are adequately informed and trained, their
expertise will increase, thus unleashing their potential for the
company's benefit.
Since the effective project implementation will involve different
stakeholders playing roles at different levels, there is bound to
emerge conflict of interest. The project manager and the CEO
being at the administrative level of management, may issue
lower-level employees, but those instructions may not be
positively received. The shareholders can benefit from the
project if the different player's interests are harmonized and
given consideration.
Implementation Methods
Project implementation is a critical stage in project
development. In this stage, the ideas proposed are turned into
actions. In this project, three solutions to the problem of top-
level management transition have been identified. Therefore the
analysis in this section will focus on the methods of

8. implementation of that solution, the time of implementation,
and the cost associated with implementation.
It is maintaining regular communication with stakeholders on
progress and updates. As suggested in the problem-solution,
communication is essential in dealing with resentments that
come with a change in the top-level management. To this end,
regular communication to all stakeholders is the ideal method of
implementing the project. Communication has no time frame
since it has to be carried out throughout the project.
Another method of project implementation is organizing
training of stakeholders through the organizing of workshops.
Training should be conducted at the beginning of the project,
and now there is a need to review the project. The cost of
training is presented in the table below.
The table of methods of implementation and the cost.
Method
Time
Cost
Training
Three months before the start of the project
$ 200 per employee to be trained

9. Regular communication
Throughout project implementation
$200,000 for installation communication system
References
Blazhennyi, N. V. (2021). STATEMENT OF THE PROBLEM
OF STRUCTURAL SYNTHESIS OF ATMOSPHERIC-
OPTICAL SYSTEM. Publishing House "Baltija Publishing."
Eskerod, P., & Larsen, T. (2018). Advancing project stakeholder
analysis by the concept ‘shadows of the context’. International
Journal of Project Management, 36(1), 161-169.
Garbin, A. P. (2019). Worker adjustment problems of youth in
transition from high school to work. Columbus: Center for
Vocational and Technical Education, Ohio State University.
Salas-Nicás, S., Sembajwe, G., Navarro, A., Moncada, S.,
Llorens, C., & Buxton, O. M. (2020).Job insecurity, economic
hardship, and sleep problems in a national sample of salaried
workers in Spain. Sleep Health, 6(3), 262-269.
Productivity Drop
productivity
drop858465883677878647248530.485318829999999980.425996

10. 959999999980.559450128000000050.2616263560.12865675300
0000010.288490762000000010.3173437710.4154754139999999
91.5741907999999999E-
20.283205878999999990.411248838000000010.6267384980000
00030.424014626000000010.173912879999999990.1767791240
00000010.289682011000000020.276628488999999980.6305505
59000000017.0328406999999996E-
20.2578378590.507936937999999950.1141700350.1557903790
0000001
Number of Transition
Productivity Drop
Effect of Transition
employee satisfactionefficacyqualitycost effectiveness customer
importance 2.1773155120099696E-2-7.8226844879900309E-
20.183511566243876540.769324595649113490.1036175278668
1055

11. Improvements when there is proper preparations
employee satisfactionefficacyqualitycost effectiveness customer
importance
0.277385063950066790.177385063950066780.41611244616491
5940.27748840759188731-0.14837098165693696
Student Powerpoint: TOPIC - The return to slavery and the
sale/trade in human bodies/body parts and the commodification
of human bodies in the increasingly global world.
This powerpoint will involve students finding information about
our class topics themselves. The powerpoints will involve
students locating 2-3 sources of information (mostly data)
related to a topic from class materials and summarizing the data
in 3-4 charts or graphs on powerpoint slides. The idea is that
you will learn more about one of the topics we cover through
some short supplemental research on the topic. You might do a
quick search and find news stories on the topic or you might
even use some of the recommended readings listed on the
syllabus for the section. This is due by 11/15, but I strongly
recommend that you do it much earlier in the semester.

12. READ:
· Guatemala: Sale of Children or
Adoption? https://www.pri.org/stories/2017-04-26/fairy-
godmother-or-child-trafficker-american-woman-stands-trial-
guatemala
· "Do US Hospitals Push Organ Black
Market" https://www.cbsnews.com/news/do-us-hospitals-push-
organ-black-market/
· Child Organ Harvesting-
Mexico. https://www.cbc.ca/news/world/child-organ-
trafficking-ring-busted-by-mexican-police-1.2576492
WATCH:
· Qatar, World Cup, and
Slavery? https://www.youtube.com/watch?v=I0EsOFDA6uM
· Bangladesh and Sale of Body
Parts https://www.youtube.com/watch?v=8dINhjtDM_g&t=5s
· Nepal and Organ
Sales https://www.youtube.com/watch?v=V6yRKosE2MI&t=537
s

13. DescriptorsDefinitions:Payback period - the period of time,
expressed in months, that a project requires to recover the
money invested in it (including the one-time savings which are
often excluded by some calculators)Benefit-cost ratio - an
indicator that is often used to decide whether the benefits of a
given project or solution outweigh the actual costs (the higher
the ratio the better the investment)Analysis horizon - the
number of months the project is expected to be utilized before
replacement or major upgradeImplementation costs include
capital costs (equipment, constructions, etc.), training, travel,
outside professionals, lost of productivity during
implementation & training, implementation costs such as
installation, etc.Ongoing costs include maintenance costs
(monthly costs relating to the ongoing maintenance) and
operational cost (internal labor, expendables, materials,
supplies, etc.)Hard savings - the direct benefits that affect the
bottom line and can directly improve the financial performance
of the organization (examples are: sales/price increase, cost
reduction and productivity savings)Soft savings - the indirect
benefits which are difficult measure (they are mainly improved
yield of a business process, the increased stakeholder
satisfaction and the increased safety in the workplace)One-time
savings - examples are value of inventory reduction and sale of
unneeded assets
ExampleCall Center$, hours, unitsE.g.: $/unit$Year-1/partial

14. yearYear-2Year-
3Cost/BenefitUnitEntry/QuantityFinal/TotalDescriptionProject
TitleC
O
S
T
SImplementation costs (one time)8,000CRM Rules for CCR
Quality1Update rules in CRM8,000Cost to update rules