Brilliant Answers

2

Part 1

The graph below shows how the transitions and adjustments affected productivity in the upper-level management.

Figure 1: productivity drop vs number of transitions and adjustments in the upper management.

From the above data, it can be seen that as the transitions and adjustment increases, the productivity drop increases as well.

Part 2

Questions

customer importance, efficiency, quality, employee satisfaction, and cost effectiveness

This questionnaire uses a scale of 1 to 5 where 1 is the least important or significant and 5 is the most important or significant (in other words 1 is the worse while 5 is the best) (Garbin, 2019).

i. In your own opinion, how much do you think the productivity of employees due to the adjustments and transition in the management? Check where it applies

· 1 (least)

· 2

· 3

· 4

· 5 (most)

ii. How satisfied are you as an employee when the upper management undergoes transitions and adjustment? Check where it applies

· 1 (least)

· 2

· 3

· 4

· 5 (most)

iii. From you point of view how does customer importance changes when there are adjustments and transition in the management? Check where it applies

· Increases

· Decreases

· Remain the same

· Keeps on changing

iv. Tick where it applies

· The cost effectiveness increases

· Cost effectiveness decreases

· Cost effectiveness does not change

v. Does the efficiency increase when there are adjustments and transition in the management? Check where it applies

· Yes

· No

Below is the pie chart show which is the most affect core value when the adjustments and transition in the management takes place

Figure 2: Effect of adjustments and transition in the management

Part 3

quality

There has been an issue with quality of services and goods when the there is changes and adjustments in the upper management. This is due to the fact every manager tends to use their own methods of production and services since they seek to outdo their predecessors. This adjustment causes the other employees to change their methods as well in order to suit the current situation. To solve this there have been methods employed (Hill, & Lineback, , 2011).

Internal promotion: this is where the company promotes people from within the company. Such people are already used to how things are done in the company and they will not start bringing changes immediately. If upper management recruits from outside, such employees do not know how things work within the company and therefore they tend to bring about changes.

Training: this is where the company brings people for a period of three months or more to work with the upper management with whom they want to work with. This is especially important when the upper management has some members retiring. Training will ensure that the people coming to take over are aware of everything.

Rotation: companies have been known to rotate the upper management from one department to another. This prepares and trains them to learn how things work in every part of the company. This is to ensure there is smooth transition if there are changes. Besides the rotation can be short time so that the employees can also learn to adjust accordingly.

Communication: this is where the companies involved inform people of the changes to be expected. Once the employees know what to expect in the future, they can adjust accordingly and thereby reducing the effects. It is important to also tell the employees what to expect when changes take place. It also prudent for the management to inform the employees things will not change as far as salaries and other working conditions are concerned.

Below is a pie chart indicating how customer response, efficiency, quality, employee satisfaction, and cost effectiveness of solutions are improve when the above 5 ways incorporated.

Figure 3: improvements when there is proper preparations

References

Bovee, C. L., & Thill, J. V. (2018). Business communication today (14th ed.). Pearson. ISBN-13: 9780134562186.

Hill, L. A., & Lineback, K. (2011). Being the Boss: The 3 Imperatives for Becoming a Great Leader. Boston: Harvard Business Review Press.

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.

Improvements when there is proper preparations

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

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 -7.8226844879900309E-2 0.18351156624387654 0.76932459564911349 0.10361752786681055