UofP - MBA590 - DQs - Week Two - 12-12-05

UofP - MBA590 - DQs - Week Two - 12-12-05 - Discussion...

Info iconThis preview shows pages 1–6. Sign up to view the full content.

View Full Document Right Arrow Icon

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: Discussion Question Week 2 DQ 1 Due Week 2 Day 3 Based on the assigned scenario, answer the following questions: What are some possible solutions to the scenario? What are your assumptions and constraints? Can you let them go? What are some best case solutions? --- Terry Taggart UOP Faculty Discussion Question Week 2 DQ 2 Due Week 2 Day 3 Based on the assigned scenario, answer the following questions: How do the alternatives stack up against the goals? What scoring system would you use? Are there goals which if not met would eliminate the solution? --- Terry Taggart UOP Faculty Discussion Question Week 2 DQ 3 Due Week 2 Day 3 Based on the assigned scenario, answer the following questions: Are there goals which if not met would eliminate the solution? What are the risks associated with each alternative? What are the consequences (positive and negative) of the risks? Are the potential consequences worth the risks? --- Terry Taggart UOP Faculty Discussion Question Week 2 DQ 4 Due Week 2 Day 5 Describe a sample implementation at your organization or an organization with which you are familiar. What were some of the lessons learned? How were gaps and risk factors assessed and managed? How were resources allocated and prioritized. What competing constraints had to be balanced? How were costs estimated? At a nonprofit organization where I served as Controller, I developed a strategic plan to reduce accounts receivable on those entities that did not have a government contract from 90 to 30 days. I used a short-term action plan because I wanted quick results in a limited timeframe and was able to utilize staff more efficiently on this project. The action plan was designed to be motivational, had a clear objective, and was measurable. Several staff members were included as part of the team and were cross-functional. Meaning-one was the actual accounts receivable representative and the other was her counterpart in our claims department, dealing only with healthcare contracts. Each team member took the strategic plan and, with my guidance, developed functional tactics including a time line, goal structure, and writing development policies and procedures that would serve as a benchmark for future action plans. Motivating staff included several reward options at each milestone of the plan. We all agreed to monitor progress in a team environment, rather than manager-subordinate roles and each would give briefs at each milestone achieved, the risks and mitigation involved, and the recommended reward for each achievement. To balance the power, the results and recommendations were reviewed by a third-party in the organization (which happened to be the marketing representative) for ease of understanding and clarity. Rewards were granted based on HR review of the budget and a formula of time spent by realization results....
View Full Document

This note was uploaded on 09/19/2011 for the course STATEGIC O 590 taught by Professor Smith during the Spring '11 term at University of Phoenix.

Page1 / 26

UofP - MBA590 - DQs - Week Two - 12-12-05 - Discussion...

This preview shows document pages 1 - 6. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online