Week 4 Project
SS_Student
SU_PMC6601_W2_Watkins_M.doc.docxRunning head: TRAINING TO REDUCE CONFLICT RESOLUTION WITH VENDORS 1
Training To Reduce Conflict Resolution With Vendors 7
Implement Training to Reduce Conflict Resolution with Vendors
Marquita Watkins
PMC6601 | Foundations of Project Management
South University – Online
October 2, 2019
Organization Description
Manufacturing industry is considered to experience severe conflict with respective suppliers of production materials. Different cases have been reported among companies and implications on production process. Major impacts are experienced in managing production activities of GM Motors and related subsidiaries (Aljammal, 2015). The problems are influenced by communication gap existing between organization and vendors. Trends are facilitated by lack of clear understanding of goals and objectives of GM Motors by suppliers. Lack of proper fulfillment of needs and requirements are contributing to poor results of the firm (Cheong & Kim, 2018). Rationale of training on conflict resolution is desire to maintain proper contact with vendors to ensure effective manufacturing processes.
Lack of supplier transparency and accountability has created a major gap to establish company-supplier relationship. These are attributed by lack of proper analysis of supplying process and poor implementation of technology. Objective of reducing conflicts is to ensure efficient and effective process of placing purchase order developing invoice management (Aljammal, 2015). Prolonged conflicts are associated by poor understanding of supplier and organizational cultures. Parties involved tend to have different interpretation of rational supply processes (Tomo et al., 2016). Thus, training is essential in developing strategies of understanding roles of suppliers in meeting supply demands.
The Goals and Objectives of the Project
Process Specification
Success of the project will be influenced understanding impacts of problems. It involves collection and gathering of relevant information. Importance of gathering information is to illustrate different roles of vendor to effective production. Details and data obtained are rational in understanding position of vendor and organization (Aljammal, 2015). Acknowledging of problems existing provides a platform of providing solution to GM Motors and respective vendors (Tomo et al., 2016). Negotiating issues through imperative training is essential in preventing future conflicts.
The Total Budget at Completion of the Plan
Expenses
|
Salaries Description |
Qty |
Cost |
Total |
|
Training staff % of time project |
5 |
$10 |
$50 |
|
Benefits 23% of total staff |
|
|
$0 |
|
Consultants free inquiry |
|
|
$0 |
|
Guest speaker business experts |
2 |
$75 |
$150 |
|
Sub-total salaries |
|
|
$200 |
Other Expenses
|
|
Qty |
Cost |
Total |
|
Travel |
20 Trainers |
$50 |
$1000 |
|
Lodging |
20 people |
$60 |
$1200 |
|
Meals |
20 Trainers |
$5 |
$100 |
|
Miscellaneous |
|
|
$200 |
|
Sub-total |
|
|
$2500 |
|
Total |
|
|
$2700 |
The Time Frame for Completion of the Plan
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Week 1 |
Week 2 |
Week 3 |
Week 4 |
Week 5 |
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Industry Analysis |
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Evaluation of problems |
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Training and Analysis |
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Project conclusion |
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Stakeholders and Project Requirements
Actions taken by an organization tend to affect a group of individuals interacting with the company. Thus, increased vendor-company conflicts have increased concerns in business environment (Cheong & Kim, 2018). Projects requirements are to develop understanding of different stakeholders on conflicts. Desired structure is to classify stakeholders into three functional classes. Primary stakeholders involve individuals involved in economic transactions (Stadtler & Van Wassenhove, 2016). These include stockholders, creditors, suppliers and employees. Secondary stakeholder is to incorporate general public, communities, business support groups and media (Lumineau et al., 2015). Tertiary groups during the project research are to include government, external pressure groups and respective local.
Stakeholders are crucial in providing financial support to development and existence of the company. These are influenced by interest individuals develop to ensure success of operations (Lumineau et al., 2015). Some of important stakeholders are customers, employees and respective investors (Aljammal, 2015). Incorporating stakeholders is desire to gather sufficient information regarding company-vendors conflict. Selected persons are considered to influence and determine well-being of the company. Ultimately, data provided will evaluate outcome of increased conflicts and impacts in decision-making (Tomo et al., 2016). As a result, it provides mechanisms of ensuring rational negotiation process and purposes of conducting training in an effective manner.
Stakeholders Requirement List
|
Stakeholders |
Input |
|
Primary stakeholders |
To provide impacts of company-vendor conflicts on economic transactions. These are influenced by activities of the company. |
|
Secondary stakeholders |
Develop understanding on impacts of company-supplier conflict to social growth. Strategies involve activities conducted by company to social importance. |
|
Tertiary stakeholders |
Approaches are essential in defining legal approaches to reduce company-vendor conflicts. These are determined by roles of federal laws to organizational developments. |
Project Scope Development
Success of the project tends to incorporate rational understanding on factors affecting vendor-company relationship. These are determined by level management strategies contributing to increased conflicts (Cheong & Kim, 2018). To some extent, conflicts are attributed by management culture and methods of handling conflicts effectively. Strategies are essential in providing solution to mitigate occurrence of similar problems in future (Aljammal, 2015). Thus, main focus is to evaluate roles of organizational leadership in addressing conflicts. It entails evaluating procurement processes implemented by company and effect to suppliers.
Rationale approach of research tends to analyze terms of engagement of parties, communication trends and practices, impact of creating organization-vendor network and influence of conflict on production (Stadtler & Van Wassenhove, 2016). Increased conflicts are considered to negatively affect market development and growth. Trends are influenced by experienced low productivity rates and inability to meet consumer needs and preferences.
References
Aljammal, H. R. A. (2015). The Impact of Organizational Structure and Style of the Organization's Work on Organizational Conflicts (Field Study). International Journal of Business and Management, 10(9), 223.
Cheong, J. O., & Kim, C. (2018). Determinants of Performance in Government: Focusing on the Effect of Organizational Politics and Conflicts in Organizations. International Journal of Public Administration, 41(7), 535-547.
Lumineau, F., Eckerd, S., & Handley, S. (2015). Inter-organizational conflicts: Research overview, challenges, and opportunities. Journal of Strategic Contracting and Negotiation, 1(1), 42-64.
Stadtler, L., & Van Wassenhove, L. N. (2016). Coopetition as a paradox: Integrative approaches in a multi-company, cross-sector partnership. Organization Studies, 37(5), 655-685.
Tomo, A., Scarozza, D., Hinna, A., De Nito, E., & Mangia, G. (2016). Exploring Board Conflicts in Public Organizations: Sources, Nature, and Effects', Governance and Performance in Public and Non-Profit Organizations (Studies in Public and Non-Profit Governance, Volume 5).
