FINAL INDIVIDUAL PROJECT FOR MODULE 5ORGANIZATIONAL BEHAVIOUR & PEOPLE MANAGEMENT

Submitted by: Gangaram Rijhumal Keswani Student ID- H00020189 Program: Project Management. Submitted to: Mr. William Nelson (Course Instructor)
As a partial requirement for the completion of the module course with University of Liverpool and Laureate Online Education

Dated: 30th January 2013.

TABLE OF CONTENTS

Title Page Table of Contents 1. INTRODUCTION 1.1. Background 1.2. Problem Statement 1.3. Project Objectives 2. ORGANIZATIONAL DESIGN 3. SCHEDULE TASK FOR PROJECT 4. STAKEHOLDER INTERFACE 5. PLAN TO RESOLVE CONFLICTS 6. BEHAVIOURAL ISSUES 7. MANAGING LEADERSHIP 8. CODE OF ETHICS 9. CONCLUSION 10. REFERENCES 11. APPENDIX

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1.0 INTRODUCTION

1.1 Background

A Business Concept for developing an innovative system that can be used in Warehouses as well as in Production systems. Autonomous technology refers to Machines that can act independently of humans. They can take over and execute the monotonous and boring tasks which generally workers detest. Sturata Inc is a company formed by two intellectual with sound knowledge in the field of autonomous technology - Robotics and its application in warehousing and production. The Answers to Gazelles et al concept of Test questions for the New Business Concept are as below. Who are the Ideal Customers? All warehousing, manufacturing & Production Industries. Does the Product already exist? Similar service but a different Product which is not technologically advanced is available What is the customer doing currently? At present customers are using manual or partly automated systems for warehousing, manufacturing and production processes. What is the all in cost of the current solution? It will cost $12 Million for development of Prototype.

(2) What asset or capabilities are you bringing that are unique? The Product will create a revolution in warehouse inventory management. How will competitors react to a successful launch? There are no known direct competitors. What is the Business Model? Our Role model would be to Tailor our Products to the needs of the customers, build customer relationships and Employee satisfaction.

The technology once developed will be of great help to Warehousing, Manufacturing and Production Industries. There is a great potential of committed customers for this product and there is a need to develop the prototype and introduce it in the market quickly. Time is the essence in the development of this product. A funding of$ 12 Million will be utilized for the development of the product, which design and development of a prototype. The Main focus of the production unit would be to cater to the needs of Warehouse systems. The operations would be from Vermont USA

1.2 Problem Statement

A Gigantic task of launching a prototype in 10 months, which has the advanced features to suit the customers needs in warehousing, gathering a research and development team to develop the prototype, to simultaneously develop the mass production facilities, along with administrative and Financial support.

(3) 1.3 Project Objectives To launch a prototype of an Autonomous Mobile Vehicle, which improve the efficiency of Warehousing and Production Lines in 10 Months time. To create a production facility of 50 units and one control station a week. The Production facility should have the design tools, ability to prototype rapidly according to customer requirements, and to create a manufacturing supply chain to produce enough units to meet the demand.

2.0 ORGANIZATIONAL DESIGN

Stanford (2007 Pg 57) states that matrix structures are highly suitable where the projects require highly specialized skills and knowledge, core work requires groups of people and project skill requirements vary greatly.

Following are the details of Positions substantiated by a Structure chart in the appendix. Vice President & Chief Technical Officer is Dr Ryan O Neal who is an entrepreneur with over 25 years in Research & Development especially in the field of Robotics. His extensive applied skills would be very useful and would add tremendous benefit to Sturata Inc. He has access to a number of Research networks.

(4) President & Chief Executive Offices is Mr. Jeff Hoffman who has a strong background in Ware House and supply chain management. He is regarded as a veteran in his field.

Chief Operating officer: The Project Manager has a track record of delivering projects exceeding customer expectations within schedule & Budget. Also has vast experience in successfully managing different Organizations with different structures. He has a strong management background for initiating new ideas in business units. Chief Financial Officer: Vacant

Vice President Administration: Ms Yamaguchi is a Japanese living in America, holding a degree in robotics and is a specialist is developing cross cultural configurations. Her skills and intellectual abilities would be as asset to Sturata Inc. Other skilled services: Designers form a newly acquired Design & development centre (Business Partners), Legal & Administration experts. Accountants, Cost Accountants, factory outfit, Designers, electrical and Electronic engineers, marketing developers as described in the Organizational structure (APPENDIX) which will be a Matrix Organization.

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3.0 SCHEDULED TASKS FOR THE PROJECT A list of major activities has been listed in a sequence. The durations for all tasks have been taken into consideration after considering all factors that may delay the tasks and a very conservative view has been taken. A list of tasks in two stages Research, Design & development and setting up of Production facility with duration is described in the Gantt chart in the Appendix. A challenging 10 Months in spite of various obstacles is envisaged

4.0 STAKEHOLDER INTERFACE Stakeholder analysis allows the manager to identify the interests and the attitudes of different groups and find ways in harnessing the support of them for the project. This analysis helps in conflict resolution. It also helps in developing cooperation between various stakeholders and the project team and the key people in the project. A stakeholder analysis for the above project has been detailed in the appendix.

5.0 PLAN TO RESOLVE POTENTIAL CONFLICTS

Dinsmore & Cabanis state that the ability to resolve resource conflicts is one of the most significant impacts on project performance. Fisher and Urys Principles to avoid conflict are

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Separating People & Issues: Personal involvement in any conflict would give a biased point of view while addressing issues. Therefore separating issues helps to get a clearer view of the problem. Understanding each others viewpoint, expression of emotions, Active listening to the other persons point of view helps to prevent conflict Focus on Interests: by identifying the other partys interests regarding the issues, rather than their position, would help everybody open to different proposals. Generate Opinions: Informal, brainstorming sessions and involving everybody to make their proposals for a situation.

Use Objective Criteria: the parties concerned should agree on the criteria which is best suited for the situation and should be legitimate and practical.

Since Jeff Hoffman is well versed with the plus points of Ryoichi, and he has detailed information about the structure and is convinced about the skill and expertise of the resources of the company, he should properly communicate to Dr. O Neal and enlighten him with the merits of giving them stock options instead of merely using them as a contracting company. He should also find out why Dr O Neal wants to give them contracts instead of stock options. The above principles would help in avoiding conflict.

(7) 6.0 BEHAVOURAL ISSUES Whatever be the position with Ryoichi, the best way to manage all behavioral issues are the team should Pursuit a common goal defined by a shared purpose. Understand the need to work together. Have a culture of information sharing. Confidence that all the other team members recognize the accomplishment of the team. Flexible in communication, by understanding when, where and how to communicate. Using appropriate technology in communication. Understand each individuals contribution to the team and the mission of the team.

7.0 MANAGING OF LEADERSHIP AND TEAM MEMBER STRESS A mature leader uses good practices to impart the project vision to the team members to inspire them to achieve the goals of the Organization. The best leadership practice would be an agile leadership with the following principles Customer satisfaction is the highest priority Welcome changing requirements Agile processes to promote sustainable development.

(8) Attention to technical excellence and Design. Build an effective and performing team. Stress can be managed by Design work arrangements to provide sustained opportunities for interesting work; for example, through job rotation Provide training and development to build new competencies or to broaden business knowledge or managerial skills.

Providing facility for light entertainment activities during the Break periods.

8.0 CODE OF ETHICS 8.1 General employee conduct Team members should be committed to achieving a shared Vision. Team members should share responsibility for the team, process, development and outcome.

(9) Individuals are responsible for their performance and mutually accountable for team performance To prevent conflict of interest each team should discuss and decide how it will proceed and what will each team members contribution be.

Team members should share mutual respect, have open communication and share and explore ideas with a problem solving approach. Every team member should be dedicated to performance of the Organization by improving value, productivity, and customer satisfaction. Each team member will behave in a professional manner with suppliers and act with honesty and integrity in any transaction with all suppliers. No team member should receive gifts, favor or commissions from any supplier. No team member should act against the companys policies with regard to responsibility to environment and society.

(10) 9.0 CONCLUSION The above requirements need to be studied and a proper organizational form needs to be structured. The startup stages of a company are crucial. The company needs to develop the right strategy in order to meet its Goals and objectives. Considering the nature of the Industry a proper change management process needs to be in place. An agile development focuses on building knowledge about Value, cost, Schedule and adjusting the plan to match reality. Agile processes that follows the following principles Customer satisfaction is the highest priority Welcome changing requirements Agile processes to promote sustainable development. Attention to technical excellence and Design. Build an effective and performing team.

(11) 10.0 REFERENCES: Herding Gazelles, Karl Stark and Bill Stewart- Test your new business concept 8 questions [online] available from http://www.inc.com/karl-and-bill/test-your-new-business-concept-8-questions.html (Accessed 28th January 2013) Naomi Stanford, 2007, The Economist Guide to Organization Design- Creating High-Performing and adaptable enterprises London, Profile Books. Roger Fisher and William Ury, 1983. Getting to Yes: Negotiating Agreement Without Giving In, New York: Penguin Books. Paul C Dinsmore and Jeanette Cabanis-Brewin, 2006, the AMA Handbook of Project Management, 2nd Ed, USA, AMACOM. Institute of Management accounts, Managing Cross-functional teams, USA, IMA, [Online] available from http://www.imanet.org/PDFs/Public/Research/SMA/Managing%20Cross%20Functional%20Teams.pdf (Accessed: 30th January 2013) Stephane Micheloud (2009) .Agile Principles and Practices [Online] available nd http://lampwww.epfl.ch/~michelou/agile/agile-principles-practices.html (Accessed: 2 January 2013) from

Carnegie, D.A et.al (2004) A Human like Semi autonomous Mobile Security Robot. [Online] Available from http://wwwist.massey.ac.nz/conferences/icara2004/files/Papers/Paper11_ICARA2004_064_069.pdf (Accessed: 2nd January 2013)

(12) 11.0 APPENDIX PROPOSED PROJECT SCHEDULE

13 ORGANIZATIONAL STRUCTURE OF STURATA INC

Vice President & Chief Technical Officer Dr. Ryan O'Neal

President / Chief Exec Officer Mr. Jeff Hoffman

Chief Operation Officer Project Manager

Chief Financial Officer VACANT

VP- Administration Miss Yamaguchi

Chief Marketing Officer VACANT

Mechanical Designers Electronic Designers Communication interface Analyst

Accountants Cost Accountant

Admin Managers HR Manager

Marketing Managers

RYOCHI - DESIGN & DEVELPOMENT CENTRE - TOKYO

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STAKEHOLDER ANALYSIS DIAGRAM

REGULATORY AGENCIES

SUPPLIERS OF COMPONENTS DESIGN & DEVELOPMENT CENTRE EMPLOYEES SALES & MARKETING

CUSTOMER

ADMIN

PRESIDENT & VICE PREIDENT