OUTCOMES PLANNING WHEEL

OUTCOMES PLANNING WHEEL

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Description

Running header: OUTCOMES PLANNING WHEEL 1
Outcomes planning wheel
Institutional affiliation
Date
OUTCOMES PLANNING WHEEL 2
Introduction
The outcome planning wheel in this particular business structure is based on the factors
of what the business needs and what the organization must do to support it. Some of the needs
may include incorporation of business strategy and goals, the assessment of the business
capabilities, the IT services, the application portfolios and the technology services. In a business
outcome, questions such as what direction the performance is taking are often asked. Discipline
is one of the most important virtues that a business needs to develop and train the entities. This
ultimately leads to a good performance overall.



Transfer climate (what needs to be in place)
In this particular case study, factors that are concerned with managerial recognition,
support and incentives are required to improve the performance of the business. For instance, to
achieve maximum effectiveness, the current level of performance should be improved through
training and development to reach a higher and more satisfactory level of performance. For that
reason, this means that organizing for high performance in the business environment leads to
good decision-making skills (Stecher & Kirby, 2004).
Valuing innovation requires a wells structured business that would fully support the
business to encourage the flow of product ideas from the quality design team and on to the
company heads for implementation. The transfer climate in this case on performance could also
mean focusing on company resources, decision making and focusing on research before the
overall structural change. The firm would, therefore, improve the organization as the structure
will be well rounded, as it is a key determinant of financial success.
OUTCOMES PLANNING WHEEL 3
Business goals
In this section, is the first step of strategic and organizational planning, focuses on the
goals or needs of the business that should be met for the business to be successful. In this case
study, the Application Analyst (AA) and the training department pointed out that there was a
new product that was being introduced to all the company’s branches, worldwide. The product
was set to affect over 2500 people. This meant that the product should be perfect and should
represent the image of the company perfectly with no fault (Stecher & Kirby, 2004).
Lori, the department manager as well as the design team, would be faced with a couple of
additional challenged in introducing the product in the market. Lori should consider creating a
cost effective marketing plan as working on saving money is a key strategy. In approaching the
new product, the plan should take advantage of the marketing methods that are costly for
instance sending out press releases on the new product which would help in free publicity thus
the word spread quickly.



Building the customer awareness is important as it helps in bringing to light the attention
of potential customers. It may be somehow difficult as customers may be used to their normal
product. Using marketing professionals would be a boost as they would be able to target the
customers in a more relatable manner and capture their attention. Through introducing the
benefits of the product, it will help the consumers realize that the product could add more joy in
their life. Customer satisfaction and maintenance is important as this would help Lori’s firm
excel in the area of customer service. Customers often rely on the comments and views of other
users of the product, therefore, to attract new customers and most importantly retain the current
customers, Lori and her team should use smart marketing for the new product.
OUTCOMES PLANNING WHEEL 4
Behaviors
Lori Williams sat down and discussed with the training departments on the new product
that the company was planning to dish out. For the new product to perform better and be
effective, there should be the use of a smart strategy to support and promote the product well.
Training, in this case, is an appropriate and smart move for a different and positive outcome for
the new product. Lori Williams met with two trainers, Caroline Smith and Sarah Ward. In the
development of a new product, different opportunities will manifest such as reaching new
markets, the creation of a competitive differentiation, revenue growth and certain changes in
organizational practices, which in this case is the main focus (Sanchez & Heene, 2005).
Lori pointed out that all the AAs in all the branches created similar documentation thus
resulting in duplication of data. They weren’t able to share the information as they didn’t have a
document repository. This is where the document manager came in; he was supposed to fix the
problem in order the AAs could share the documentation. The document manager would make
work much easier and quicker. The top office requested the AAs to be more effective with their
documentation. This is where the training came in as Lori needed this to be fixed to help boost
the success of the new product. Training of the 2500 employees was therefore done in October.
Thus, in this case, training of documentation by the employees would lead to a successful launch
of the new product (Kreitner & Kinicki, 2010).
Training was done to reduce the chances of the poorly designed product as this would
lead to failure of equipping the consumers with the techniques and skills needed to ensure that
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there is the maximum impact of the product to the customers. Training documentation of the
employees, in this case, was important and necessary for the product.
Measures
Sarah and Caroline brought up the question on which computer package the AAs used on
their documentation. Lori said that they used Word perfect, but they switched to Microsoft Word
when they realized that it was causing the disorder. The transitional process was however not so
smooth as the employees proved that they needed training on that matter. The training involved
at least two hours or more. Lori took measures such as the training should be on a computer, the
training classrooms should be of 15 people per class and a final test at the end that required the
employees to pass using Word and Document manager as well.
The two training personnel’s needed to ensure that they were perfect to ensure that they
would be good when they access the new programs. Lori also needed them to carry out online
training for the employees through their internet sites, for both Word and Document manager.
Sarah and Caroline were also liable to find an answer for the top management on reaching out to
the global employees for the training as it would be cost effective on the traveling. In the end,
both Sarah and Caroline should be able to teach the employees on the requirements and show
them how it is done, not use complex methods, use relevant data, use Practical’s for visual
experience and testing at the end. All these would cover all Lori’s measures to prove the changes
(Sanchez & Heene, 2005).
Results
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For the results, Lori expected that the trainers to achieve the goals and requirements that
she needed from the employees for the new product to be launched successfully. Lori went ahead
and provided the two trainers with the background on the AAs. She explained how the
department’s abilities improved and the familiarity was much better.
She explained that the software handling was exceptional and it was surprisingly
improving. With this information, Lori was able to single out the non-performing employees and
got rid of them as they weren’t helping the organization in any way. She replaced them with
more productive employees who were hardworking, smart and efficient ones. Sarah and
Caroline, in turn, were able to handle the group with ease (Biech, 2012).
Conclusion
The main goal of this training program for the employees was improving their
documentation skills to perform better to improve the performance of the new product. This
would be beneficial as it would narrow down the skill gap by improving the employee’s skill.
The training program needed expert skills from Sarah and Caroline to improve the employee’s
documentation skills. Through the final test, the evaluation was successful in proving how much
they’ve learned in the documentation training. The estimated class size would be around 15
people who would compose of the employees. The classes would last around two hours for a
couple of weeks (Biech, 2012).
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In this case, the limitations of this training program would be reaching out to the other
branches worldwide. The programs that would be appropriate for this venture would be typing
computer programs that would help in documentation. If the training weren’t delivered, it would
lead to incompetencies on the new product and errors that could have been avoided. Other
methods such as employee empowerment would be a substitute which would be a positive
approach to the immediate employees present. The limitation would be getting the positive
employee empowerment vibe out to all the employees from the branches of the company.
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References
Biech Elaine. (2012. Developing talent for organizational results. San Francisco, California.
Pfeiffer.
Kreitner, R., & Kinicki, A. (2010). Organizational behavior. Boston: McGraw-Hill/Irwin.
Sanchez, R., & Heene, A. (2005). A focused issue on managing knowledge assets and
organizational learning. Amsterdam: Elsevier JAI.
Stecher, B., & Kirby, S. (2004). Organizational improvement and accountability. Santa Monica,
CA: Rand Corp.

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