MANA 6314 Super Durable Incentive Plans For Deal Methodology

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MANA 6314 Super Durable Incentive Plans For Deal Methodology

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MANA 6314 Super Durable Incentive Plans For Deal Methodology

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Course Code: MANA 6314
University: Dallas Baptist University

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Country: United States

Question:
Discuss the organization’s goals and objectives, programs, policies, processes, metrics, etc
Answer:
Scuplast is a diversified customer-durables firm emerging from a downturn more slowly than its equals do.  Under the leadership of the organization’s COO, John Keane, it has enacted several changes over the last year with mixed results. John being a variegated customer-durables producer was at sometimes enjoying the life of his career.
John receives commendable feedback from the performance management system that he had put in place. His ability to inspire and innovate is visible in the salary administration system, which makes him a happy manager. He is proud of himself, and typically, John is set to enjoy the positive results from the figures and statistic that are just to be tabled.  The figures released, reveal , improvements on the organization   as well as getting  working efficiencies and   50% cost reduction, which meant increased profit margin, a good and exciting moment for John.
However, massive ugly truths lurk behind the figures and are set to take the Scuplasts down in coming days. From both the internal and external stakeholders of Scuplast, massive dissatisfactions, sadness and complaints arise. From the mail service crew ignoring client emails and the lack of consideration for viability instead to Poor customer service, communication failure, as well as lack of performance metrics spells doom for the organization.
 Effective system and metrics ought to develop exciting productivities and grow the achievements, which are the opposite in the Scuplast’s strategies. The only way out for Scuplast is reconsideration and analysis of these approaches from the upper to lower level as the HR department carries a survey to the organization’s rescue.
The Capability Maturity Model (CMM) refers to a tool employed in analysis and driving of organizational transformation by describing the evolutionary path from scratch to immature than mature and disciplined level. My consideration of the Scuplast’s case is that its CMM level is in the defined level and the subsequent Managed level (Qin, Crowston and Kirkland 2017). The organization has defined procedures, metrics and policies to guide it in the daily operations in all of its departments. The payment control system and performance management are where the metrics are installed and helps in getting the sales commission (Rosemann and Brocke, 2014).
The Bolman and Deal framework helps leaders like John to picture diverse appropriate techniques to appropriate issues (Bolman and Deal, 2017).
The first plan is the structural frame. In structural frame, the leaders’ concentration is on organizational structures, implementation, flexibility, and techniques.  A company’s structures can be transformed when there is minimal uncertainty, ambiguity or disagreements, well-understood cause and effect, and goals are clear. As the Technology Solutions retired chair of the board Aaron Phims state that Scuplast are just doing fine since their goals are clear and the organization is healthy and achieving as envisioned. The cause of the errors that John was experiencing was due to the effect of pressure on him to ship faster hence the complaints from the customers. Scuplast was also deciding its fate by taking staff cut at all departments, which could then be followed by hiring expensive consultants and outsourcing businesses.
Another frame is the Human resource where emphasize is kept on people concerning their empowerment, employee growth, reactions to employee needs and general support. This approach works well with executives who feel that staff morale is the answer to the organization’s success. Peter lee missed his role as a CEO to the Scuplasts. It is not easy to define the correct measurement of the subordinates’ reactions to it.
Political approach deals with both internal and external interest groups in regards to limited resource negotiation, building partnerships, developing power bases as well as compromise creation. Political plan is best applicable in situations where values and resources are limited or conflicted over a lot. It is a big miss when the regular members partially concentrate on the interests of Scuplast (Fruehauf, 2015). 
The symbolic frame is another vital plan, which is an inspiration and vision centered. The plan is best applicable for celebrations, rituals, and traditions. The managers are convinced that their subordinates and even their directors ought to rally with their idea that both the institution’s and their individual work is meaningful and crucial. John knew very little about Scuplast’s culture and it operations. The manager’s metrics were grounded on the assumptions that Scuplast was not putting in enough effort, which might not be applicable for all organizations (Lail, 2015)
Recommendations
John could get everything going again with the combination of the four frames.
Regarding the improvement of personal performance, the executives at Scuplasts should maximize on the intangible rewards instead of just having the pay per performance.
In addition, Scuplasts need to identify performance enhancers ensuring they have the needed competencies before placing them in high-level places hence developing and maintaining a culture with strong execution (Gelfand, 2017).
Scuplasts also need to align its bonus culture and achievements with its success techniques. This is beneficial to the any organization because an organization can only attain its greatest superiority when techniques and achievement traditions support each other.
Furthermore, for an institution’s business targets to be received well and be understood there needs to be a two-way communication, which should also be clear. All leaders need to come up with clear criteria for success. 
References
Bolman, L. G., & Deal, T. E. (2017). Reframing organizations: Artistry, choice, and leadership. John Wiley & Sons.
Fruehauf, J., Al-Khalifa, F., & Coniker, J. (2015). Using The Bolman And Deal’s Four Frames In Developing A Data Governance Strategy. Issues in Information Systems, 16(2).
Gelfand, M. J., Aycan, Z., Erez, M., & Leung, K. (2017). Cross-cultural industrial organizational psychology and organizational behavior: A hundred-year journey. Journal of Applied Psychology, 102(3), 514.
Lail, B., MacGregor, J., Stuebs, M., & Thomasson, T. (2015). The influence of regulatory approach on tone at the top. Journal of business ethics, 126(1), 25-37.
Rosemann, M., & vom Brocke, J. (2015). The six core elements of business process management. In Handbook on business process management 1 (pp. 105-122). Springer, Berlin, Heidelberg.
Qin, J., Crowston, K., & Kirkland, A. (2017). Pursuing Best Performance in Research Data Management by Using the Capability Maturity Model and Rubrics. Journal of eScience Librarianship, 6(2), 3.

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