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The Article Critique assignment is designed to prepare you for the research component of your Final Proposal. The assignment is due on Wednesday, April 18, by 11:59 pm. Please note, I am happy to assist you in review of article selection.
Follow these steps to complete the assignment:
1. Using the Preiffer Library Databases, find 3 peer reviewed journal articles that relate to your topic discussed in Proposal One.
2. You should find one article that relates to and/or supports each of the Top 3 arguments you identified for Proposal One.
3. For each article, provide the following:
a. full citation in APA style
b. 2 – 3 paragraph summary of the article – include the premise and key findings
c. 1 paragraph discussion of how the evidence (presented in the article) supports, extends, and/or informs your idea proposed in Proposal One
4. Proofread your assignment prior to submission. Ensure that all steps are completed.
5. Performance evaluation is based on: (1) accurate completion of each of the aforementioned steps; (2) grammar/style/tone; and (3) presentation and integration of the information in your own words.
NOTE: You should paraphrase all information presented in this assignment – NO DIRECT QUOTES FROM THE ARTICLES.
Raymond Powell
MBA 701
April 1, 2012
Proposal 1
Situation Overview
Provide a brief explanation of the organizational context
Daimler Trucks North America is a very large global company. Our parent company Daimler-Benz is the world?s fifth largest automotive company, with more than 380,000 employees worldwide. Daimler markets some of the best known and respected brands in the world such as Mercedes-Benz and is the largest commercial vehicle manufacturer in the world.
? What prompts the proposed change?
The only thing that I may change would be the format for the Operating Unit meetings. The meetings are held in the center of the plant at what is called ?The Winners Circle.? All managers from each of the departments are required to attend. Do not come late or unprepared. The meetings are designed to be a format to exchange information and share problems. We are required to line up in front of our information boards and report out with a microphone on how our day is going, problems experienced or if we met our objectives for the shift. The idea is good in hopes of information sharing. The problem to me lies in the fact that people are slow to share negative information with their peers for fear of reprisal. To me no one should ever be made to feel embarrassed or reprimanded in front of others because this defeats the purpose of problem solving. This should be an open forum of information sharing and problem solving.
Organizational Context
? Describe the organization
o Guided by a clear vision and grounded by strong core values, Daimler Trucks North America LLC is committed to continuing leadership in the North American commercial vehicle business.
o Our brands are the leader in the North American commercial vehicle industry. Our customers can rely on us. We deliver superior financial results by continuously improving our products, services and processes.
o Evolution (e.g., small firm that has expanded quickly; part of a recent merger; organization is declining in sales/market share)
? The organization is experiencing a huge growth spell and undergoing a managerial change. Most managers that are being hired are the best and brightest that can be obtained. Most new managers coming in have at minimum 10-20 years management experience and a Master?s degree.
Variables of Influence
? Consider the various communication levels that contribute to the current organizational situation. These levels may (or may not) apply and/or involve you.
o Intrapersonal
This plays a big role in the way the meetings can make a person feel. If I feel like I am going to get singled out and beat up at the meeting by the plant manager in front of my peers, I?m most likely going to be reluctant to share negative information. This can also hurt a person?s self-esteem.
o Interpersonal
My relationships with my peers, subordinates and superiors could be strained when I single them out in meetings in front of everyone. No matter how many times they say these meetings are not designed to point fingers, that is exactly what it is doing.
o Small Group
After the larger Winner?s Circle meeting I am required to go and hold a Team leaders meeting and share the info that was just received. This is not a bad thing, the information needs to be shared and passed down the chain.
o Organizational
It is my understanding that Daimler does allow some flexibility in the way these meetings are held. The organization as a whole would not be effected, but we could have some impact at a plant wide level.
Potential Impact
? Potential impact if the current situation continues (i.e., is not resolved/addressed; if your program/change is not presented/implemented)
o Internal Audiences
The program is has been proven that it helps and works. I believe that if we present issues to the point we are focusing on the problem, not the person, when there is negative information to convey. We can work more effectively as a team in problem solving and allow us to focus on and follow standardized practices.
o External Audiences
Our customers will be the ones who suffer when we are slow to bring problems to the surface and solving them. If we can get to the point of open information sharing and full communication we will be better suited to fulfill the needs of our customers. Our processes and products will improve resulting in better quality and lower costs.
Variables
? Fixed Variables
o Factors that cannot be changed (e.g., organizational hierarchy, financial structure, number of employees)
I cannot see where we would be able to change the financial structure or the number of employees, but the organizational hierarchy should be broken for these meeting to be effective. Sometimes the problems we are experiencing are related to upper management. If we are trying to implement a change we need the help of upper management. I f we are trying to solve an issue at the floor level we should be able to resolve problems without managerial layers or beurocracies.
Measurement
o Symptom(s) to measure
Are our workers and management fully engaged in problem solving? Are managers sharing the bare minimum in information at the meetings?
o Measurement type
Are more issues being addressed at the meetings? Are OE suggestions being taken seriously and being implemented?
Ultimate Goal
? Based on your observations of the organization and aforementioned aspects outlined, what is the specific goal you hope to attain through your proposed idea?
I would like to see an open flow of information sharing and everyone working as a group to standardize jobs. We should hold meetings in an office where we can discuss problems where the environment is quiet and we can work through problems as a team.
Proposed Change Outline
The Proposed Change Outline provides infrastructure to organizing the various aspects of your idea. You may complete each section in bullet points, sentences, or paragraphs. The outline is not an essay, but should reflect comprehensive consideration of various points.
Overview
? Provide a general overview of the proposed idea
Meetings at the OU board should be held at a different location, hierarchies lifted and management should feel free about communicating openly without fear of reprisal or peer pressures.
? Be specific ? use the 5 Ws (who, what, when, where, why) to guide the answer
Who? Operations management: Production Managers, Engineering, Materials Supervisors, Production supervisors
What? Format of meetings held at the Winners Circle.
When? 7:00 Manning Meetings, 11:00 mid Shift Report Out and End of Shift Meeting
Where? OU Board at the Winners Circle
Why? Updates of operational issues and to measure and monitor production
Financial Components
? Cost(s) for program/change implementation
Little to no costs. Possibly some TOS training costs.
? Gain(s) (tangible financial) anticipated from program/change implementation
Better Quality, Happier customer, Financial gains through better performing workforce.
Projected Implementation Timeline
? How long will it take to implement the program/change
No more than 6 months.
? Will the program/change unfold in stages or all at once?
Model it off of the Toyota system and change it gradually.
Key Audiences
? To inform ? about the program/change
Top management must buy into the change and be willing to let the workers work through issues. Key managers and supervisors.
? To persuade – to approve/implement/support the program/change
Benefits of the Proposal
? Tangible benefits of the program/change
Better quality product, less scrap, better, faster resolution to issues.
? Intangible benefits of the program/change
Less stressed out managers, supervisors and workforce. Employees will feel more empowered.
Risks Affiliated with the Proposal
? Risks associated with each identified audience
Present upper management may be emotionally attached to the way things are being done; due to the fact they helped implement the present system.
? Type of risk
o Risks may include interpersonal (e.g., you losing credibility, appearing too aggressive, distancing self from management), financial (e.g., more expensive to implement than anticipated, customer loss, stock price decline), or backlash among employees
The main risk I could see happening would be from top management not buying into or promoting the new way of doing things.
? Severity of risk
With the present top management, risk would be high but, with others I?ve spoken with it would not be a hard sell.
? Potential consequences
It could cost a loss of credibility amongst peers or a hard sell to top management and it would fail.
Evaluative Measures
? How will you assess program/change success?
Poll management on how they feel about the present system and the new way of meeting. See if involvement and the solving of real issues increases.
? What indicators, trends, or other components will you measure to gauge the program?s influence/impact?
OE suggestions solved and issues resolved. Managements increased involvement. Managers less stressed and feel more open to critique and dialogue.
Are the measures tangible/fixed (e.g., profit measures, levels of productivity) or intangible/fluid (e.g., customer service ratings, employee morale, performance
The measures would be both tangible and fixed. The tangible effect would be solving problems resulting in a better more reliable product. We would also see an improvement in morale, customer service and better performing workers.
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