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Subcontracting and shortage of engineers in Honeywell Security

   

Added on  2020-05-16

28 Pages9463 Words115 Views
Assignment Title: Subcontracting and shortage of engineers in Honeywell SecurityStudent Name: Student ID: Unit Title: Applied Problem SolvingUnit Code: Unit Tutor: Date of Submission: 25th March 2018Word Count: 6307.

1Table of Contents1. Executive summary:................................................................................................................32. Problem restructuring:.............................................................................................................42.1 Arguments in the literature:................................................................................................42.2 Identification of the complex problem:................................................................................42.3 Stakeholders linked to the identified problem:....................................................................42.4 Key aspects and the context of the problem:.....................................................................52.5 Problem statement:............................................................................................................63. Boundary Setting:....................................................................................................................63.1 Literatures to identify the relevance of the problem:...........................................................63.2 Models to discuss the relevance of the problem:...............................................................63.3 Limitations and advantages of the problem boundaries:....................................................83.4 Assessments of problem boundaries with models:............................................................84. Recognition:.............................................................................................................................84.1 Ways through internal and external stakeholders recognise the problem:.........................84.2 Analysis of management and leadership perspectives:......................................................94.3 Extent of conflict between stakeholder views:..................................................................105. Interaction:.............................................................................................................................115.1 Classical brainstorming and round-robin brainstorming for improving interaction betweenparticipants:...........................................................................................................................115.2 Stakeholder mapping diagram to explain the importance of stakeholders and their effecton solution and implementation plan:.....................................................................................125.3 Probable constraints to influence stakeholder consensus:...............................................135.4 Communication and action plan for developing interactive environment:.........................135.5 Reflection focuses on the approach and areas of improvement:......................................136. Solutions:...............................................................................................................................146.1 Solutions:.........................................................................................................................146.2 Comparison of the solutions:............................................................................................16

26.3 Review of key insights:....................................................................................................177. Evaluation:.............................................................................................................................177.1 Use of appropriate tools and techniques for narrowing down the potential solutions:......177.2 Evaluation of the three preferred solutions:......................................................................177.3 Review of the approaches and steps taken:.....................................................................19Conclusion:................................................................................................................................20References:...............................................................................................................................21Appendix:...................................................................................................................................25

31. Executive summary:21st century is the era of organisational growth and complexity in business culture. Due to rise ininter dependence among the firms, organisational structure has become highly intricate and ithas lead to various complexities in business operation. For instance, firms are now facingissues with resource allocation and managerial as well as skill gap in their organisationalframework, which are mainly germinated through the complexity in the business environment. Inthis research paper, Honeywell Security will be analysed and check how, ever evolvingbusiness environment are making it hard for the firms to enhance its business. In addition tothis, this report has analysed how well tools like checklists, attribute listing and Force FittingTriggers can help the managers to assess the complex problem of the business. Through thisresearch, it has been found that, Honeywell being one of large firms, deals with varioussubcontractors and ever evolving market scenario demands high level of technologicaladvancement in the business. Under this situation, the report has identified subcontractors andtechnological performance gap of as the complex problem of the firm. Through analysing thecomplex issue, the report has provided strategies to gauge the situation. According to thechecklists, it has been found that managers of the firm can perform quantitative analysis of theperformance of subcontractors, which will aid them to trace the performance gap net to this thereport has mentioned how the managers of the selected organisation can utilise attribute listingto deal with the performance gap of the subcontractors. From the analysis of the attribute listing,it has been found that the firm can use quantitative analysis of subcontractors depending uponeight factors that affect the performance of the same. And lastly, the report has tried to expressview regarding Force Fitting Triggers as the mean to deal with the complex problem of the firms.From this analysis it has been found that factors like, production time, efficiency, guaranteeperiod and communication are the factors that affect the efficiency. Honeywell needs to providespecific focus and aid the subcontractors to adhere with the firm’s benchmark. In addition to thisthe report has mentioned the ethical consideration for implementing the strategies and how todeal with the change in organisational framework. To conclude the report has providedsummarised overview of the finding and emphasised how it can control its complex problems.

42. Problem restructuring:2.1 Arguments in the literature:21st century is the world of complexity in business environment and with rise ininterdependence among the firms, business framework has become highly intricate. It has beenobserved that most of the businesses lack in resources for achieving the tasks (Kerzner andKerzner, 2017). At other times, organisations realise that they do not possess the requiredexpertise to obtain the desired results (Armstrong 2016). Finally, the management couldascertain the external suppliers specialised in a specific field, as they could conduct work atreduced cost in contrast to the internal departments. In all such cases, organisations viewsubcontracting as a practical alternative (Fleming and Koppelman, 2016). It helps in solving theimmediate problem, which the organisation faces; however, it has its own disadvantages. 2.2 Identification of the complex problem: Since Honeywell Security is a large organisation, it uses various subcontractors forundertaking projects, which are larger in contrast to those it could manage (Fischer et al. 2017).They make a profit on the project parts that the subcontractors manage and this could help inincreasing the overall revenue. The bigger projects carry greater amount of risk, however it notthe case always (Sadgrove, 2016). According to the same source various factors like projectsize, magnitude, complexity leads lead to fluctuation in the project risk irrespective of the firm’ssize. At the time, the organisation places orders with the subcontractors, the risk that one ofthem might not perform as expected is greater. Along with this, gap in the technologicaladvancement is another issue that constraints the firm to coordinating properly with thesesubcontractors is another complex issue (Heagney, 2016). Thus, it is necessary for Honeywellto assure that the additional revenue and profit is adequate for making the greater-risk projectworthwhile, since it acts as the principal. 2.3 Stakeholders linked to the identified problem:For Honeywell, there are both internal as well as external stakeholders to the identifiedproblem. The internal stakeholders comprise of the following:Project team:As commented by Kerzner and Kerzner (2017), project team is a team, the members ofwhich belong to various groups, functions and they are allocated to activities for the identicalproject. In order to mitigate this issue, a team could be subdivided into sub-teams based on

5need. Normally, project teams are utilised only for a defined timeframe (Rekonen and Bjorklund,2016). Program manager:For Honeywell, the program manager is viewed as the visionary leader for the entireprogram (Schwalbe, 2015). The personnel are engaged in formulating the goals and objectivesof the program and the way it would influence the business operations. In addition, the personconcentrates on strategy and implementation along with appropriate delegation of projects.Management:The management of Honeywell is the key internal stakeholder to the identified problem.The management decides the personnel to be involved in the projects and they are responsibleto report all the ongoing activities and tasks to the management. The external stakeholders of Honeywell Security:Stakeholders of Honeywell Security are as follows – Subcontractors:In the words of Leach (2014), a subcontractor is an individual or in many situations, anorganisation signing a contract to carry out portion or all the obligations related to the contract ofanother. A subcontractor is an individual recruited on the part of a general contractor to carryout a particular task as portion of the entire project and the person is paid usually for theservices provided to the project on the part of the originating general contractor. The motive ofrecruiting subcontractors is either to minimise costs or to mitigate project risks. Beingcompetitive in nature, the subcontractors are highly efficient. Thus, if the firm can buy in theskills of the firm, then it would aid it to enhance its production efficiency and help the firm tohave better productivity. Government:The project manager of Honeywell works in highly regulated environment, would need todeal with the government departments and regulators. These could consider all or few levels ofgovernment from provincial, federal, municipal or international (Martinelli and Milosevic, 2016). External customers:External customers, are those individuals at the time projects could be marketed to theoutside customers. In case of Honeywell, the external customers comprise of the purchasers ofautomobiles. In addition, if an organisation is managing the project for Honeywell, it would be itsexternal customer.

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