Unit 4 ip | Operations Management homework help

Theresa and Mike fully support creating a code of conduct for the merged organization. They have asked the consultant to recommend how they should approach the code of conduct development, especially given the need to coalesce the merged companies into one team with a shared mission and values.  
 

Prepare your response to their request. Address the following and any additional topics you believe are important:

*What process should be used to identify the relevant      elements to include in the code of conduct? Apply concepts from the      course readings to support your recommendation. 

*Who should be involved, and why? 

*What is the role of leadership in developing the code       of conduct? 

*Consider leadership styles, communication, decision-making        approach, and collaboration, along with any other issues you deem        relevant. 

*What ongoing processes and leadership actions are      important to ensure long-term awareness of and compliance with the code of      conduct?  

*Identify an area about which you would like additional      information to fully respond to the request for the recommended approach      to develop a code of conduct. 

Research peer-reviewed journals in the      library to learn more about that area. Apply concepts from at least 1      article that you researched to the development of your      recommendation.

Scenario A[EC1] 

Note: All   character and company names are fictional and are not intended to depict any   actual person or business. 

Your meeting with the chief   executive officers (CEOs) of UWEAR and PALEDENIM went well. In a discussion   following the meeting, Theresa Tramlin, the CEO of UWEAR, mentioned that she   would like you to spend some time in the field with her top sales representative   to get a feel for what the salespeople face every day selling in the current   business environment. Today, you are scheduled to spend the day with Joe   Smith.

As you walk across the lobby   of UWEAR, you see Theresa talking to a tall, distinguished-looking man. “This   is Joe Smith,” Theresa introduces when you step up to them. “You’ll be   spending some time with him today in the field.” 

“Nice to meet you, Joe,” you   respond, shaking Joe’s hand. 

Theresa says goodbye and   makes her way to the elevator while you and Joe head toward the parking   garage. “We’re going to meet with a couple of clients today,” Joe explains.   “First, we’ll have lunch with Bill Bateman, the CEO of the Peninsula Hotel   chain. He’s a great guy and I’m sure you’ll enjoy meeting him.” 

“Where are we meeting him for   lunch?” I ask, getting into Joe’s car. 

“Bill’s hotel, the Peninsula,   has a great restaurant that I frequently use to meet clients,” Joe answers.   “The food is outstanding. We’re going to meet him there to discuss the   renewal of his uniform contract.” 

As you continue the drive to   the hotel, Joe elaborates on his business history with Bill. “I was able to   win the contract for the Peninsula chain last year,” he explains. “We were   just able to underbid our competitor, Threads4U. In fact, Bill said that I   underbid them by about $5 per uniform. Great victory on my part.” 

“It sounds like you’ve   established a great working relationship with Bill,” you say. 

“Oh, yeah,” Joe agrees. “He’s   a great guy. The first time we met, I was on my way to buy a nice bottle of   cabernet as a birthday gift for my wife. She loves the expensive wines. I   happened to mention this to Bill, he said he orders it all the time and   offered to give me some for free. I told him it wasn’t 

necessary, but he insisted.   When I got my car back from the valet, I found not just a bottle, but an   entire case of high-end cabernet in my trunk.” Joe shakes his head, smiling.   “But that’s just the kind of guy Bill is.” 

“It sounds like it worked out   for you and your wife,” you comment. “Did she enjoy her birthday gift?” 

“Yes,” Joe says. “We both   enjoyed it for quite some time. Well, here we are,” he adds, pulling up the   Peninsula Hotel. 

As you park and exit the car,   Joe explains, “Since Bill and I have been doing business, he’s referred three   other hotel owners to me to supply their uniforms. Except for when I’m   meeting with one of his competitors, I usually conduct business meetings with   clients here at the restaurant in Bill’s hotel.” 

“It’s a beautiful hotel,” you   comment as Joe leads you through the lobby, admiring the elegant décor. “No   wonder you enjoy coming here. I wouldn’t mind bringing my family here for a   weekend sometime.” 

“Actually,” Joe says, “My   wife and I have become really good friends with Bill and his wife. He often   invites us out onto his yacht with his family, we go to social events with   them, and we’ve stayed at the hotel several times. We really enjoy it. You   should bring your family sometime, too. Kids love the pool with the   waterfall. 

You nod, following Joe into   the hotel’s restaurant. After all you’ve heard about Bill, you are very   interested in meeting him.

Problem B: Regulatory Compliance

1

Note:

All character and company names   are fictional and are not intended to 

depict any actual person or   business.

Knowing that mergers may require a   dramatic change in company culture, 

you realize that you need to meet   with the human resource

s (HR) and 

leadership teams because they will   play important roles in the merger. The 

leadership team will drive the   change, and the HR team will be charged with 

managing the change. You have   scheduled a meeting with Steve Maine, your 

vice president at ALT

AP consulting, to consult with him   on this project.

“Thanks for meeting me today,   Steve,” you begin. “I need to talk through 

some of the issues before meeting   with the HR and leadership teams at 

UWEAR and PALEDENIM. The merger is   going well, but it is beco

ming 

apparent that there are some   significant change issues that need to be 

addressed.”

“I’ve heard good things about your   work on this project,” Steve answers. “I’m 

sure you have it under control,   but I’ll be happy to help where I can.” 

“We are dealing w

ith the issues of joining together   two very disparate 

companies,” you explain. “On the   one hand, UWEAR is public and has 100 

employees; on the other hand,   PALEDENIM is private with only 15 

employees. They basically provide   the same type of service, but the

y are 

completely different businesses in   how they operate inside and outside of the 

company.”

You continue, “Yes, and both the   employees and managers of each company 

have different philosophies and   expectations. PALEDENIM employees and 

managers have a kind

of ‘one

-for -all and all

-for -one’ attitude. They all chip   in 

to get the job done. The UWEAR   employees and managers look at things 

differently. They’re more apt to   do their jobs, get them done, and go home 

without consideration for what   else the rest of the

team needs to complete.”

“That is definitely a culture   issue,” Steve agrees. “In fact, that is the classic 

definition of a culture issue. I’m   sure they’re also dealing with the typical 

power struggles. I bet everyone is   worried about whether their departm

ent 

will be headed by a UWEAR manager   or a PALEDENIM manager.”

Problem B: Regulatory Compliance

2

“Exactly,” you say. “I know the   intention of the merger is to benefit both 

companies, but there are   unintended consequences as well. We need to do 

whatever we can to help the   employees of both 

companies get through this 

with the fewest glitches   possible.”