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Im working on a question, but I need some ideasEmployee Empowerment In the case study of GTH Real Estate, we see how employees play an important role in implementing quality initiatives. However, the previous discussions on the role of employees were mostly looking at the involvement of employees in the quality process.  Employee empowerment is signi�cantly different from employee involvement. Employee empowerment refers to having employee inputs heard and used, to allowing employees more freedom and scope in thinking creatively, and to providing more ownership of their jobs. In addition, employees are also allowed more freedom of expression and encouraged to participate in the decision-making process of the company. Challenges to Employee Empowerment The main challenge to employee empowerment is resistance to change, which might come from employees, unions, or management:  Employees Resistance from employees arises mainly due to skepticism and inertia. People are skeptical about any change in the existing processes or responsibilities. They try to resist change because adjusting to new things might be uncomfortable to most of them. Unions Labor unions are skeptical about managements intentions behind implementing changes and also about their probable impact on the employees. These areas of skepticism lead to their resistance. Management People in managerial positions often feel insecure with the thought of empowering their team members. They feel an empowered employee may lead management to lose authority. In addition, other factors, such as personal values, ego, lack of quality training, and organizational structure, may also lead to resistance. However, it is important for management to recognize the value of participative management and employee empowerment in the process of implementing total quality management. With active participation and constructive feedback from employees, a company not only advances its competitive advantage, but it also implements a crucial asset in motivating its workforce.  The important tools for facilitating employee empowerment are brainstorming sessions, nominal group techniques, quality circles, suggestion boxes, and even talking about speci�c problems in group meetings.  Those who are most directly involved with the day-to-day activities of the business often have some of the best suggestions for improving day-to-day operations.Page 1 of 1 BUS4101 Quality Management © 2013 South University Dos and Don’ts of Avoiding Resistance As a quality management professional in an organization, you have devised some strategies. Execution of these strategies would result in quite a few changes in the processes followed by the organization. For example, these strategies recommend the automation of the delivery processes, which would reduce the extent of the work done by the employees in the delivery department. You are expecting a strong resistance, which might impact the execution of the strategies. In this situation, what are the things you would do or not do to avoid resistance and ensure a smooth transition to the new processes? • Send a message explaining the changes before executing the strategies. When you are expecting a strong resistance to the process change, it would not be a good idea to wait to reveal the plans until right before executing the process change strategies. It is often difficult for employees to adjust to the new and different opportunities for the organization. They may feel uncomfortable or deprived, and, therefore, you may not be able to achieve the desired results from the process changes. Therefore, it is critical for you to address their concerns before executing the process change strategies. In addition, instead of sending a message, you may arrange a meeting in which all involved parties receive the same information at the same time. By doing this, you can clarify their doubts and be on the same page in order to make the transition easier. • Inform employees of the changes and the details of how these changes might eliminate some of their current positions. It is important to remember that avoiding details of the changes is only a temporary solution. Employees need to know how the new processes will impact their current duties or whether these processes will eliminate their current duties or positions. In addition, it is important to remember that business ethics demands you to be honest with your employees regarding how organizational change might affect them. • Organize meetings and training with all involved parties to share the objectives and expected results of the imminent process changes. Meetings and training are two key elements helpful in achieving a smooth transition from an existing process to a changed one. It is the management’s responsibility to ensure the employees who are affected by the change understand the importance of and reasons for the change.Week 4 Project $15.00 Assignment Task: Submit to complete this assignment Overdue - 19 hours ago Cause-and-Effect Diagram The cause-and-effect diagram is important in determining causes and effects of a problem. The cause-and-effect diagram is also known as the Ishikawa diagram, or the fishbone diagram. Creating the diagram requires knowledge of causes for a problem and the effect of the problem. This is also a good brainstorming tool. Read the following scenario and respond the questions that follow in a 3- to 4-page Microsoft Word document. A large farm produces a number of vegetables for sale to the highest bidder (usually buyers who aggregate the produce from lots of small farms and sell the produce to grocery store chains). The farm is receiving complaints about the quality of its produce. More specifically, complaints are being received about the produce being damaged or bruised, becoming inedible too quickly, or not being consistent with the package label (in terms of how much produce is in each box or container). Assess potential quality concerns in the traditional areas of machinery, employees, measurements, and materials. Organize these quality concerns using a cause-and-effect diagram. Recommend potential changes to these traditional areas to attempt to reduce or eliminate the quality problems that are leading to the complaints. Submission Details: Submit your report in a three- to four-page Word document, using APA style.Problem Solving Examples PDCA Cycle An example of the use of the PDCA Cycle is a company that uses the PDCA cycle to understand why its sales team failed to meet its sales targets. Once the company identifies the source of the issue, it can design appropriate solutions that would help to meet the sales targets in the future. If sales targets continued to be missed, then additional cycles through the Cycle would be needed. Flowchart An example of the use of a flowchart is a company that notices a particular part in its manufacturing process is taking more time than usual. The company management arranges a brainstorming session to discuss that part of the process. Management uses a flowchart to understand each step and activity in the process part, and realizes that the delay is being caused by some supplies being located on a different floor from where the work is being performed. By moving the cabinet containing screws near to the workers, they will save time wasted in getting them delivered from the other floor. This simple solution could bring the process time back into alignment with what the organization needs it to be. Survey An example of the use of a survey is a company that conducts an internal survey to gather employee feedback on the effectiveness of a new process. The same company can use an external survey to gather customer feedback on the effectiveness of the new product that is produced by that process. By comparing the results of the surveys, the company may come to realize why the product isn’t selling as quickly as it was predicted to sell, and may be able to pinpoint the source of the issue with the product from the feedback gained from the employees. © 2017 South UniversityStrategy Execution Executing quality management strategies generally involves a number of changes in an organization. Often, employees offer strong resistance to these changes, and it becomes dif�cult for the management to execute the strategies properly to achieve the desired improvements in quality. To ensure a smooth execution of the strategies, it is important to understand the reasons for resistance and the best practices to use to help avoid resistance. Avoiding Resistance As a quality management professional in an organization, you have devised some strategies. Execution of these strategies would result in quite a few changes in the processes followed by the organization. As some individuals may be threatened by the changes, some ways to avoid resistance to the changes are as follows:  Send a message explaining the changes before executing the strategies. When you are expecting a strong resistance to the process change, it would not be a good idea to wait to reveal the plans until right before executing the process change strategies. It is often dif�cult for employees to adjust to the organization’s change in direction. Inform employees of the changes and the details of how these changes might eliminate some of their current positions. It is important to remember that avoiding details of the changes is only a temporary solution. Employees need to know how the new processes will impact their current duties or whether these processes will eliminate their current duties or positions. Organize meetings and training with all involved parties to share the objectives and expected results of the imminent process changes. Meetings and training are two key elements helpful in achieving a smooth transition from an existing process to a changed one. It is the management’s responsibility to ensure the employees who are affected by the change understand the importance of and reasons for the change. Since change of any type is often dif�cult in organizations, the need to overcome resistance regularly exists.  See the Supplemental Media entitled “Communicating Changes” to see additional guidelines for dealing with those who may resist the changes required in order to improve quality and competitiveness.  Additional Materials Communicating Changes  (media/week2/SUO_BUS4101\%20W2\%20L1\%20Communicating\%20Changes.pdf? _&d2lSessionVal=83vkmmrsczcH8ATfvgTLx0emF&ou=90832)  https://myclasses.southuniversity.edu/content/enforced/90832-17106883/media/week2/SUO_BUS4101\%20W2\%20L1\%20Communicating\%20Changes.pdf?_&d2lSessionVal=83vkmmrsczcH8ATfvgTLx0emF&ou=90832 View a PDF transcript of Dos n Donts (media/transcripts/SU_BUS4101_W2_L2_G1.pdf? _&d2lSessionVal=83vkmmrsczcH8ATfvgTLx0emF&ou=90832)  https://myclasses.southuniversity.edu/content/enforced/90832-17106883/media/transcripts/SU_BUS4101_W2_L2_G1.pdf?_&d2lSessionVal=83vkmmrsczcH8ATfvgTLx0emF&ou=90832Communicating Changes Keeping People In The Dark Is Not A Strategy To understand how to deal with resistance, imagine that you have recommended a chance to the organization’s delivery processes, utilizing much more automation than has been used in the past. This change would reduce the extent of the work done by the employees in the delivery department. You are expecting a strong resistance, which might impact the execution of the strategies. The resistance from the employees in the deliver department may rise from their feelings of discomfort or worry, and, therefore, you may not be able to achieve the desired results from the process changes. Therefore, it is critical for you to address their concerns before executing the process change strategies. Instead of sending a message to the impacted employees, you might arrange a meeting in which all involved parties receive the same information at the same time. By doing this, you can avoid any misunderstandings and be on the same page in order to make the transition easier. In addition, it is important to remember that business ethics demand that you to be honest with your employees regarding how organizational change might affect them. Not informing them of the changes is only a temporary solution, and may lead to larger problems than those experienced when informing them in advance of the changes. © 2017 South UniversityQuality Tools For Problem Solving Different quality tools are available for solving problems. Depending on the type of a problem, an organization can select the appropriate tool. PDCA Cycle The Plan-Do-Check-Act (PDCA) cycle, includes four stages: plan, do, check, and act. The “plan” stage is needed to determine the goals and objectives of the problem-solving process. The “do” stage is important for implementing the solution. The “check” stage is needed to check the outcome of the solution against the planned goals and objectives. Finally, the “act” stage is needed to implement the complete solution or to make the required adjustments to the solution. The PDCA cycle can be used in solving almost all types of problems. Flowchart A �owchart depicts the basic �ow of information in a process. It is used to chart the inputs, steps, functions, out�ows, and timings of a process. Flowcharts are useful in a brainstorming session, where the participants can look at the �ow of process information, determine if there are speci�c problems in the process, and then provide suggestions for potential solutions to the problems. Survey A survey can be useful in obtaining relevant feedback from internal and external customers. Internal customers may provide feedback on products, services, and processes, while external customers may offer feedback on a speci�c issue relative only to the consumption or utilization of a product or a service. Each tool for problem solving purposes is applicable in a different area.  See the Supplemental Material entitled “Problem Solving Examples” to lean about scenarios in which each of these tools would be effective.  Additional Materials View a PDF transcript of Problem Solving Examples  (media/week4/SUO_BUS4101\%20W4\%20L2\%20Problem\%20Solving\%20Examples.pdf? _&d2lSessionVal=83vkmmrsczcH8ATfvgTLx0emF&ou=90832)  https://myclasses.southuniversity.edu/content/enforced/90832-17106883/media/week4/SUO_BUS4101\%20W4\%20L2\%20Problem\%20Solving\%20Examples.pdf?_&d2lSessionVal=83vkmmrsczcH8ATfvgTLx0emF&ou=90832BUS4101 Week 4 Project Rubric Course: BUS4101-Quality Management SU01 Criteria No Submission 0 points Emerging (F through D Range) (6-7) 7 points Satisfactory (C Range) (7-8) 8 points Proficient (B Range) (8-9) 9 points Exemplary (A Range) (9-10) 10 points Criterion Score Appropriately assessed categories of sources of quality issues. / 10Did not identify categories. Unsupported with research. Identified categories. Lacked credible research support. Described categories. Weakly supported with research. Appropriately assessed categories of sources of quality issues. Sufficiently supported with research. Offered a complete and insightful assessment of categories into which quality issues could fall. Well supported by research. Criteria No Submission 0 points Emerging (F through D Range) (6-7) 6 points Satisfactory (C Range) (7-8) 7 points Proficient (B Range) (8-9) 8 points Exemplary (A Range) (9-10) 10 points Criterion Score Criteria No Submission 0 points Emerging (F through D Range) (6-7) 6 points Satisfactory (C Range) (7-8) 7 points Proficient (B Range) (8-9) 8 points Exemplary (A Range) (9-10) 10 points Criterion Score Properly categorized sources of quality issues into the selected categories. / 10Did not identify quality issues. Unsupported with research. Identified quality issues. Lacked credible research support. Described quality issues. Weakly supported with research. Property categorized sources of quality issues into the selected categories. Sufficiently supported with research. Provided a thorough categorization of quality issues. Well supported by research. Criteria No Submission 0 points Emerging (F through D Range) (6-7) 7 points Satisfactory (C Range) (7-8) 8 points Proficient (B Range) (8-9) 9 points Exemplary (A Range) (9-10) 10 points Criterion Score Criteria No Submission 0 points Emerging (F through D Range) (6-7) 7 points Satisfactory (C Range) (7-8) 8 points Proficient (B Range) (8-9) 9 points Exemplary (A Range) (9-10) 10 points Criterion Score Explained why the quality issues identified led to the vegetable damage issues that were identified. / 10Did not identify quality or vegetable damage issues. Unsupported with research. Identified quality or vegetable damage issues. Lacked credible research support. Described quality and vegetable damage issues. Weakly supported with research. Explained why the quality issues identified led to the vegetable damage issues that were identified. Sufficiently supported with research. Offered a compelling explanation as to why the issues identified lead to the vegetable damage issues under investigation. Well supported by research. Criteria No Submission 0 points Emerging (F through D Range) (6-7) 7 points Satisfactory (C Range) (7-8) 8 points Proficient (B Range) (8-9) 9 points Exemplary (A Range) (9-10) 10 points Criterion ScoreCause A Cause D Cause B Cause E Cause C Cause F Effect Cause A.1 Cause A.2 Cause A.3 Cause B.1 Cause B.2 Cause B.3 Cause C.1 Cause C.2 Cause C.3 Cause F.1 Cause F.2 Cause F.3 Cause E.1 Cause E.2 Cause E.3 Cause A.2 Cause A.1 Cause A.3 Page 1 of 1 BUS4101_Quality Management ©2009 South UniversitySUO_BUS4101_W4_Villarreal_S. docx by Sandra Villarreal Submission date: 10-Aug-2022 03:47PM (UTC-0400) Submission ID: 1881100373 File name: SUO_BUS4101_W4_Villarreal_S.docx (30.02K) Word count: 877 Character count: 4633 . . . . 93\% SIMILARITY INDEX 4\% INTERNET SOURCES 0\% PUBLICATIONS 93\% STUDENT PAPERS Exclude quotes Off Exclude bibliography Off Exclude matches < 10 words SUO_BUS4101_W4_Villarreal_S.docx ORIGINALITY REPORT MATCH ALL SOURCES (ONLY SELECTED SOURCE PRINTED) 93\% Submitted to EDMC Student Paper