Brilliant Answers

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 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 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 Solutions

Communication- the need for communication cannot be underestimated in facilitating effective and constructive upper-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.

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 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 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 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
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 drop 8 5 8 4 6 5 8 8 3 6 7 7 8 7 8 6 4 7 2 4 8 5 3 0.48531882999999998 0.42599695999999998 0.55945012800000005 0.261626356 0.12865675300000001 0.28849076200000001 0.317343771 0.41547541399999999 1.5741907999999999E-2 0.28320587899999999 0.41124883800000001 0.62673849800000003 0.42401462600000001 0.17391287999999999 0.17677912400000001 0.28968201100000002 0.27662848899999998 0.63055055900000001 7.0328406999999996E-2 0.257837859 0.50793693799999995 0.114170035 0.15579037900000001

Number of Transition

Productivity Drop

Effect of Transition

employee satisfaction efficacy quality cost effectiveness customer importance 2.1773155120099696E-2 -7.82268448799 00309E-2 0.18351156624387654 0.76932459564911349 0.10361752786681055

Improvements when there is proper preparations

employee satisfaction efficacy quality cost effectiveness customer importance 0.27738506395006679 0.17738506395006678 0.41611244616491594 0.27748840759188731 -0.14837098165693696