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- 3,500?7,500 words, which includes deliverables from previous weeks
- Complete?New?Content?below?and?copy?it?under?the?section?in?Key?Assignment?Document?called?"Negotiation?Strategy?and?Plan."
- ??????
- New?Content????????
- ??????????
- Negotiation?Strategy?&?Plan????????????
- ??????????????
- Identify?at?least?5?potential?situations?or?risk?areas?where?negotiation?may?be?required?such?as?conflict?resolution.??????????????
- Identify?some?of?the?negotiation?techniques?and?strategies?that?could?prove?to?be?useful?for?each?of?these?risk?areas.?Explain?why.??????????????
- Identify?the?steps?including?preparation?for?and?closure?at?the?end?of?the?negotiation?process.??????????????
- Identify?who?will?have?the?final?decision-making?authority?in?the?negotiation?session.??????????????
- Describe?the?negotiation?process?flow?(you?may?use?a?narrative?description?or?a?diagram?with?explanation).????????????
- Complete your Abstract (i.e., Section ii)
MPM332-1602A-01
Organizational Leadership
Helping Hands
Jarod Jones
05/03/16
Contents
Abstract.......................................................................................................................................................3
Project outline.............................................................................................................................................4
Organizational Structure..............................................................................................................................5
Personality Type Assessment Results..........................................................................................................9
Personal Leadership Strengths and Weaknesses.......................................................................................10
Impact Analysis on Organization Implementing Change............................................................................12
Stakeholder Management Plan.................................................................................................................13
Communications Plan................................................................................................................................24
Negotiation Strategy and Plan...................................................................................................................28
Abstract
TBD
Project outline
Helping Hands is a non-profit corporation and shall be operated
exclusively for educational and charitable purposes within the meaning
of Section 501 (c)(3) of the Internal Revenue Code of 1986, or the
corresponding section of any future Federal tax code.
The purpose of the Foundation is to implement programs and services
that will improve the quality of life of residents with an emphasis on
low income and elderly families.
Organizational Structure
Number of Directors
Men of Determination shall have a board of directors consisting of at least 4 and
no more than 15 directors. Within these limits, the board may increase or
decrease the number of directors serving on the board, including for the purpose
of staggering the terms of directors.
Powers
All corporate powers shall be exercised by or under the authority of the board and
the affairs of the Men of Determination Shall be managed under the direction of
the board, except as otherwise provided by law.
Board Officers
The officers of the corporation shall be a board president, vice-president,
secretary, and treasurer, all of whom shall be chosen by, and serve at the pleasure
of, the board of directors. Each board officer shall have the authority and shall
perform the duties set forth in these Bylaws or by resolution of the board or by
direction of an officer authorized by the board to prescribe the duties and
authority of other officers. The board may also appoint additional vice-presidents
and such other officers as it deems expedient for the proper conduct of the
business of the corporation, each of whom shall have such authority and shall
perform such duties as the board of directors may determine. One person may
hold two or more board offices, but no board officer may act in more than one
capacity where action of two or more officers is required.
Term of Office
Each officer shall serve a one-year term of office and may not serve more than
three (3) consecutive terms of office. Unless unanimously elected by the board at
the end of his/her three (3) year terms or to fill a vacancy in an officer position,
each board officer?s term of office shall begin upon the adjournment of the board
meeting at which elected and shall end upon the adjournment of the board
meeting during which a successor is elected.
Removal and Resignation
The board of directors may remove an officer at any time, with or without cause.
Any officer may resign at any time by giving written notice to the corporation
without prejudice to the rights, if any, of the corporation under any contract to
which the officer is a party. Any resignation shall take effect at the date of the
receipt of the notice or at any later time specified in the notice, unless otherwise
specified in the notice. The acceptance of the resignation shall not be necessary
to make it effective.
Board President
The board president shall be the chief volunteer officer of the corporation. The
board president shall lead the board of directors in performing its duties and
responsibilities, including, if present, presiding at all meetings of the board of
directors, and shall perform all other duties incident to the office or properly
required by the board of directors.
Vice President
In the absence or disability of the board president, the ranking vice-president or
vice-president designated by the board of directors shall perform the duties of the
board president. When so acting, the vice-president shall have all the powers of
and be subject to all the restrictions upon the board president. The vice-president
shall have such other powers and perform such other duties prescribed for them
by the board of directors or the board president. The vice-president shall
normally accede to the office of board president upon the completion of the
board president?s term of office.
Secretary
The secretary shall keep or cause to be kept a book of minutes of all meetings and
actions of directors and committees of directors. The minutes of each meeting
shall state the time and place that it was held and such other information as shall
be necessary to determine the actions taken and whether the meeting was held in
accordance with the law and these Bylaws. The secretary shall cause notice to be
given of all meetings of directors and committees as required by the Bylaws. The
secretary shall have such other powers and perform such other duties as may be
prescribed by the board of directors or the board president. The secretary may
appoint, with approval of the board, a director to assist in performance of all or
part of the duties of the secretary.
Treasurer
The treasurer shall be the lead director for oversight of the financial condition and
affairs of the corporation. The treasurer shall oversee and keep the board
informed of the financial condition of the corporation and of audit or financial
review results. In conjunction with other directors or officers, the treasurer shall
oversee budget preparation and shall ensure that appropriate financial reports,
including an account of major transactions and the financial condition of the
corporation, are made available to the board of directors on a timely basis or as
may be required by the board of directors. The treasurer shall perform all duties
properly required by the board of directors or the board president. The treasurer
may appoint, with approval of the board a qualified fiscal agent or member of the
staff to assist in performance of all or part of the duties of the treasurer.
Non-Director Officers
The board of directors may designate additional officer positions of the
corporation and may appoint and assign duties to other non-director officers of
the corporation.
Personality Type Assessment Results
Personal Leadership Strengths and Weaknesses
Organized
Detailed
Good listener
x
x
Motiving
x
A project manager is a person who has the overall responsibility for the successful initiation, planning,
design, execution, monitoring, controlling and closure of a project. Construction, petrochemical,
architecture, information technology and many different industries that produce products and services
use this job title. A project manager is where I see myself in the future to be. A project manager must
have many combinations of skills mind set and other ability that you will have to deal with on a daily
basis. General management skills are what they call it now days. They key is always among a project
manager must have plenty duties and recognitions, that risk directly impacts the likelihood of success
and that this risk must be both formally and informally measures throughout the lifetime of a project. I
would like to be the person who is responsible for making decisions, both large and small. Also the
certain soft they use Is very intelligent in many ways it is as simple as it seems many people wouldn?t
seems to think they us Microsoft project, to organize their tasks and workforce. As I will explain what my
research represents and what I have learned and hope to consider as a career in many degrees of project
manager. So, as I do my research I?ve come across within any organization, successful project
management is contextual. What that means is that the organization itself matters, its culture, its
structure, and its strategy each play an integral part and together they create the environment in which a
project will flourish and be bigger and better in many ways or founder. Issues that affect a project can
vary widely from company to company. A project?s connection to your organization?s overall strategy, for
example, the care with which you staff the team, and the goals you set for the project can be very
critical.
Similarly, your organization?s policies, structure, culture, and operating systems can work to support and
promote project management or work against the ability to effectively run projects. Contextual issues
provide the backdrop around which project activities must operate, so understanding what is beneath
these issues truly contributes to understanding how to manage projects. Before beginning a projector
any project for that manner, the project manager and team must be certain about the structure of the
organization are very certain in every way as it pertains to their project and the tasks they seek to
accomplish. As clearly as possible, all reporting relationships must be specified and many ways you have
to be accurate, the rules and procedures that will govern the project must be established, and any issues
of staffing the project team must be identified and cleared. Prior to the start of Operation Desert Storm
in 1991, the U.S. and allied countries devoted an enormous amount of time and effort to develop a
working relationship among all coalition members, ensuring that each group was given its assignments,
understood its job, and recognized how the overall structure and management of the coalition was
expected to proceed. Desert Storm illustrated the importance of clearly establishing an organizational
structure before the start of integrated operations. For many organizations, projects and project
management practices are not the operating norm. In fact, as projects typically exist outside of the
formal, process-oriented activities associated with many organizations. As a result, many companies are
simply not structured at all in many ways to allow for the successful completion of projects in
conjunction with other ongoing corporate activities.
The key challenge is discovering how project management may best be employed, regardless of the
structure the company has adopted. What are the strengths and weaknesses of various structural forms
and what are their implications for our ability to manage projects? You will see how the variety of
structural options can affect, either positively or negatively, the firm?s ability to manage projects. The
chapter will examine the concept of organizational culture and its roots and implications for effective
project management. Certain Projects have been called the ?stepping-stones? of corporate strategy. This
idea implies that an organization?s overall strategic vision is the driving force behind its project
development in many ways. I can go on and on for hours because this subject really spark my interest in
many ways, which lead me directly to stakeholder. Projects have been called the ?stepping-stones? of
corporate strategy. This idea implies that an organization?s overall strategic vision is the driving force
behind its project development which is very minded blowing in many ways. So as I have prover the
different moods and the strengths of a legitimate project manager it makes feel relieved that I?m on the
right track of learning. The way that you can improve your weakness is through team building exercises
that allow you to focus on building your employees up together.
Impact Analysis on Organization Implementing Change
Stakeholder Management Plan
HELPING HANDS COOPORATION
THE STAKEHOLDERS
Stakeholders are individuals with an interest or stake in consensus ?building process thereby the
outcome of the project. The stakeholders register contains all details related to the identified
stakeholders, including identification information, assessment information and classification.
The stakeholders register is presented below on figure1.
Class building project
ID
Name
Title
Location
Expectati
ons
Co
1
Cleme
nt
homes
Preside
nt
London
2
Judas
pecker
Treasur
er
Boston
3
Myer
James
Secreta
ry
Boston
ID
Name
Title
Location
Develop
ment
plan,
Success
of the
project
Success
of the
project
Success
of the
project
Expectati
ons
Co
1
Cleme
nt
homes
Preside
nt
London
Develop
ment
plan,
Success
of the
project
Influen
ce
L/M/H
H
sta
rt
Phas
e1
Y
Y
M
Y
Y
L
Y
Influen
ce
L/M/H
H
Phas
e2
Phas
e3
Phas
e4
Internal/exter
nal
Champion
Y
Y
internal
supporter
Y
Y
Y
Internal
Neutral
Y
Y
Y
Y
internal
Neutral
sta
rt
Phas
e1
Phas
e2
Phas
e3
Phas
e4
Internal/exter
nal
Champion
Y
Y
Y
Y
internal
supporter
Stakeholders can be classified into different ways, example the primary users of the services or
products or secondary users who may not be direct users of the services but have influential
relationship. Internal/external, neutral/resistor, supporter/hard to hear.
Identification of information that is name, title, location, organization, role in the project and
position.
Assessment information that is key requirements and expectations.
Stakeholders? analysis is the process of systematically gathering and analyzing all relevant
qualitative and quantitative information about stakeholders in order to prioritize them and
determine whose interest should be taken into consideration throughout the project. The function
of stakeholder analysis is to produce an awareness of who will be affected by the project and
who can contribute to making it more successful. It usually taken at an early stage of planning
and is an integral part of risk and reward assessment activities.
This is done by considering their interests, expectations and influence on the product.
Each stakeholder is classified depending on the potential impact or support through the:
1 Power/ interest grid
2. Power /influence grid
3. Influence/impact grid
4. Salience model.
Power/Interest grid
-it shows the grouping of stakeholders based on their level of authority and level of concern
regarding the project outcome. It helps to develop appropriate strategies to effectively engage
and manage all the stakeholders involved in the project. It also helps to find ways to engage the
stakeholders to minimize resistance and maximize support. Stakeholders who have a greater
power but low interest in the project should be managed. Those with significant power but low
interest in the project should be kept informed about the project. Those with low power and low
interest should be kept satisfied.
Keep satisfied
Manage closely
president
high
Treasurer
secretary
interest
high
Monitor(minimum effort)
beneficiary
Keep informed
Area governor
low
low
power
Fig Power Interest grid
Power/influence grid
Power is the amount of authority a particular stakeholder is able to exercise. Influence measures
their active involvement on the project.
high
Keep satisfied
Manage closely
Area governor
Treasurer
power
Secretary
Monitor(minimum effort)
Beneficiary
Low
Low
Fig Power influence grid
Keep informed
President
influence
high
Influence/impact gridIt shows the influence and impact relative to other stakeholders.one can draw a correlation
between the level of influence and level of involvement a stakeholder has in a project
High
Keep satisfied
Manage closely
Area governor
beneficiary
impact
Low
Monitor(minimum
effort)
Treasurer
secretary
Low
Keep informed
president
level of influence
Fig. Influence Impact grid
high
The Salience Model
This addresses a stakeholder?s power to impose their will, urgency or need for immediate
attention from immediate attention from the team.
The categories may overlap; this may be acknowledged by placing the stakeholders in a venns
diagram.
Power
2
urgency
1
Legitimacy
3
We have seven categories of stakeholders;
1. Dormant
2. Discretional
3. Demanding
4. Dominant
5. Dangerous
6. Dependent
7. Definitive
Stakeholder Engagement Assessment Matrix
This is used to assess the current and desired state of engagement of a stakeholder for the current
prose of the project.
Stakeholder
unaware
resistant
Neutral
President
Treasurer
Secretary
Beneficiary(school C
)
Area governor
C
Key notes: c-Current engagement D-desired engagement
supportive
D
D
D
Leading
The beneficiary that is the school and the area governor need further communications and
additional actions to get them to the desired level of engagement.
Desired and current engagement levels of key stakeholders
1. Unaware- unaware of the project and potential impacts, in this case they are children
whose classrooms are being build.
2. Resistant-Aware of the project and potential impacts and still resistant to change.
Example some of the politicians who may not want to embrace change in their areas.
3. Neutral-Aware of the project yet neither supportive nor resistant. Example the trainers of
the project.
4. Supportive-Aware of the project and potential impacts and supportive to change.
Example the sponsor of the project
5. Leading-Aware of the project and potential impacts and actively engaged in ensuring the
project is a success. This includes the project manager, the company at stake or NGO,
Interrelations between the stakeholders can be seen when ranking them according to their power,
legitimacy and urgency.
Power-to influences the project organization.
Legitimacy- of their interaction with the project and its appropriateness.
Urgency- of their communication requirements.
These categories overlap; we know this by placing the stakeholders in a Venn diagram that is the
Salience Model Fig.5 above.
The classes of stakeholders which need attention are those that overlap. Example if the
stakeholders are dominant they have power and legitimate claim to information and thus their
needs should be taken care of.
The dangerous may have the power and the need for time critical updates but not the legitimacy.
One needs to pay special attention here because using their power and influence they may a
perception to the public that your project is a failure.
The Dependent stakeholders have urgency and legitimacy but not the power. They need to be
kept informed and they are a great asset to the project.
The Definitive stakeholders have the power, the right to demand urgency and the legitimacy to
demand communication.
Strategies to engage Stakeholders
1. Communicating with the stakeholders continuously, informing them of progress in the project.
2. Clarifying any issues in question and resolving the conflicts appearing.
3. Involving the stakeholders in decision making
4. Addressing the stakeholders concerns
5. Improving the project performance by implementing their requests.
The strategies to engage stakeholders can be achieved through:
1. This will involve communication requirements where it can be formal, informal, detailed
depending on the project?s needs. Every stakeholder has to be informed of the progress of
the project.
2. Interpersonal skills can be used to manage the stakeholders? expectations by building
trust and resolving conflicts.
3. Management skills could be used for purposes of presentation, negotiation and can
greatly influence how stakeholders feel about the project.
4. Engage in civic education to the stakeholders.
5. Employ local consultations and surveys.
The communication methods used will be utilized to manage the stakeholder?s engagement
process.
The interpersonal skills are quite important in that the stakeholders will start trusting you and
thus the project at hand.
Civic education will inform the stakeholders of the aim of the project so that they can embrace
the change that comes along with it.
Local consultations and surveys this involves holding meetings with the stakeholders to obtain
firsthand information on the stakeholders needs and see how to meet them.
Communications Plan
The types of communication to use include:
Audio/visual
Video, webinars, video conferencing, teleconferencing,
Face to face
Meetings/briefings, presentations,
Online
Blogs, email forums, social media
Printed materials
Magazines, newsletters, leaflets, memos, display boards
As the project manager I will use:
Meeting-This involves meeting with all the stakeholders at the start of the project. This is to
inform them of the need of the project. It is also to educate them of its relevance. Also during
critical times of the project when things are not going as planned. Also at the end to thank the
stakeholders for their support. This involves all the details of the project, its locality, how much it
will use and its beneficiaries.
The use of email- to pass information to the directors about the project and its progress and
update also the sponsor of the project. Also to pass instructions to the treasurer to release funds.
Use of the social media ?to inform the stakeholders, who may be the public of the project and
also educate them about it and also its locality. They can be updated at the beginning of the
project.
The hardcopy ?They can be printed at the beginning to show what the project will be like. It can
be given to all stakeholders so that they can all remain informed.
Reports-comprehensive reports provide elaborate details of a project .They give the life span of
the given project.
This are useful to sponsors of the project ?so as to see whether they can provide funds for it.
They can be provided at the start of the project or at phase 1.
Summary reports ?summaries the results of a meeting and can be provided to stakeholders not
present during that meeting.
Stakeholders
Reports
Hardcopy
president
Treasurer
Secretary
Beneficiary
(school)
x
x
x
x
X
X
x
x
x
Social
media
X
meeting
x
x
x
x
The stakeholders benefiting from the project do not necessarily need to know about the financial
status of the report, thus emails concerning this should not be copied to them.
The hardcopies such as charts drawn paths to follow can as well not be shared to other
stakeholders such as the sponsors of the project.
The following are example of communication that would be sent:
1. an email to the treasurer
RE: PROJECT?S STATTEMENT
Good morning Mr. John,
In reference to the continuing school building project that is ongoing, kindly issues me with the
statement of how much has been used in this phase.
Revert back before close of business today
Regards
Jarod Jones
Project manager.
2. to the social media.
Helping hands organization wishes to inform you that we have an upcoming project at Boston
school. This is to build for the children better facilities where they can study. Education is the
key to success thus empower a child and u will empower even their family and improve their
life. It is also to put a smile on their faces as they use better facilities. It begins on 5th May 2016.I
hope u will all support it.
Negotiation Strategy and Plan
TBD