Read the case below and answer the questions below,

these need to be answered(Individual students will reflect on the challenging problems, creative solutions, and effective practices demonstrated in the case. The student will provide a brief discussion on the learning and unlearning [i.e. how the case caused to to change your opinion about aspects of project planning that you thought of in different ways before] that the case has empowered or inspired them to consider. The student will also explain how this case has inspired them to be a better project manager in the future.)

Case: In 1940, the Greyson Corporation was founded by three scientist who aimed on researching and developing military played a crucial role in the second world war and by mid 1950's, it had over 200 scientists and engineers. Their main area of expertise was research and development and it continued to remain so until late 1950's when the corporation decided to enter the market for production of weapons. While this was prospective chance of growth for the company, this led to certain personnel problems which were a result of budgetary constraints. The company took two major and various minor production projects but due to the lack of funding, decided to utilize the money reserved for research and development. Over the course of time, this lack of funding was compensated by personnel changes around the company which led to various disputes and disagreement among employees of the corporation.

In mid 1950 , Greyson end up a chief in R&D and employed over 200 scientists and engineers. All scientists and engineers have been committed to research and development activities. Working relationships between departments were excellent. During late Fifties , they bought a new management. They started out producing military weapons. There was once a major reorganization form a useful structure to a matrix structure. In 1964 they entered Aerospace market. They started Hercules , which used to be $200 million over the span of five years. They bought excellent possibility for follow-on-work. In 1968 , they were a ready tech team of workers of younger university graduates. The authentic employees were in managerial positions and they never had layoffs.They started exceptional career development program. During 1967 - 1971 , the DoD procurement for new weapons structures was on decline. At this time Greyson spoke back very well. They relied closely on Hercules & Condor II and these each promised persisted procurement. They additionally had smaller contracts of Research and Development as well. In 1972 , company entered opposition with Cameron for Navy contract , so they lost Neptune Missile Contract. Now the management has realized that the aerospace science was once changing too shortly to continue to be passive in it. Even with confined funding they refocused on their lookup and improvement work. In 1975 they go a strong aerospace business rate. Their income extended by using 30% and their personnel have been increased to 1800. The mission Hercules , used to be presenting yearly follow on contracts and the challenge continued via 1982. In 1977 VP and general manager considered the Neptune program critical. They proposed a few options which were to perform overtime work and get back on schedule , delay program activities in the hopes that Navy can come up with additional funding , review current material specifications in order to increase material shelf life , lowering material and procurement costs , being laying off no-critical employees , purchase additionaltooling and equipment so the schedule requirements can be met on target. They gave merit salary increases to the key employees and laid off 700 employees.

Budget

In the current situation, the United States Navy's 2006 offer of $3.7 million and a maximum 2005 funding of 30 motors as well as the contract's cost plus incentive fee pricing forces Greyson company to reduce labour and other avoidable production expenses. This led to stalemate - top management of Greyson and Navy had to meet. The final agreement was of contract of $28.5 million which was $1.5 million less than the Greyson's original offer. Greyson's management believed by" tightening their belts " they could accomplish the Neptune Project on time and budget.

Stakeholder Register

The protection enterprise is at the crossroads of worldwide relations, business, and technology. Stakeholders include employees, investors, and a number clients taxpayers, the services, and Congress and a unique exterior environment created by means of the protection budget, foreign competition, and technological change. Such a complex and captivating industry deserves extra scholarly interest than it gets. They use meetings , emails , talks as their communication plans. There are quintessential disconnects in the defence industry: the most important one being the tension between public goods and private ends. Corporations desire excessive returns and as much of a monopoly role as possible. The public needs the very best satisfactory but cheapest viable defence. Shareholders typically reward efficiency, however the defence industry has inherently inefficient aspects. The economics may additionally call for fewer shipyards for example, but the politics says the Navy likes six shipyards and the political guide of twelve Senators they bring, for instance.

Challenges and Issues

Greyson's challenges and issues arose because of poor management practices and the implementation of the incorrect strategy. First and foremost, when Greyson's top management first faced financial and overspending issues, they did not take any quick action or adjust their plan. Greyson was also overconfident that everything they did was correct, and the company couldn't predict what would happen with their management and strategy. They didn't think about any prospective follow-on contracts that could lower their future overhead costs. Second, when Cameron Corporation exited the aerospace market, they did not evaluate or carefully examine whether they would need these thirty-five Cameron personnel. Greyson also relied significantly on those Cameron employees and received special treatment, causing dissatisfaction among Greyson's ancestors. The management has recognized that certain potential difficulties have directly affected the employees, such as weak motivation and promotion, using the technique, and collecting secondary information from some credible sources both inside and outside the organization. Internal communication is ineffective, and there is a lot of work to do.

Among these, the most important issue is insufficient internal communication between sales and customer service departments, which has a variety of factors, including unsuitable leadership style, a lack of managerial abilities among mid-level managers, and poor working relationships. As a result, the dissertation has two primary goals: critically evaluate the important reasons that influence the high staff turnover rate at Greyson and offer solutions to the core problem to improve overall organizational performance. All these possible solutions have been carefully reviewed in three key areas: benefits, costs, and practicalities, with the best one being chosen to implement. The implementation plan divides each circumstance into distinct steps, allocates each to one or more divisions, and estimates when each step will be completed.

Recommendation for Greyson Company

All of management's clients must be contacted. Clients are the reason for the existence of a company. As a result, it's important to pay attention to them. Find out where your company's potential ideal clients frequent. Pay attention to what they're saying. What are their main worries, and how do they convey those issues? People want what they want, so give it to them. Clients' present demands should be discussed with management, and the ideal client should be recognized. Certain vocations are required to keep up with the times. However, this isn't true for all occupations. Certain vocations are required to keep up with the times. However, this isn't true for all occupations. Rather than following trends, figure out what will best benefit your company's ideal client. It's fine to go against the grain of popular opinion. Market research, behavior tracking, and surveys are examples of common resources. They're made to figure out what a company's ideal client wants and needs. Following the collection of that data, management should assess the results, fine-tune the definition of their ideal client, and then proceed to develop their next product or launch their next campaign based on that data. The company's key tip is to embrace modern technologies to improve its product and to start small and grow into a larger company.

Analysis of project planning process:

The introduction of production activities in the 1950's led to serious funding problem over the decades. The management took poor decisions while addressing this issue such as reducing the number of hires in R&D department and hiring new employees for projects such as Neptune Requalification project. The employees were disappointed due to the lack of hiring and wages/salaries they received while the management was not pleased with the constant budget cuts and lack of support from the Navy and Greyson Corporation. Various projects such as Neptune Requalification were taken over by the company with little or no budget planning. The corporation took on the Hercules and Condor II projects and used the funds from R&D to carry out the lucrative production activities. The corporation also made changes to the personnel such as laying off-employees and hiring new ones despite the lack of funds. By 1976, the corporation became acutely aware of all the project planning mistakes when the Neptune Project was 35% behind work completion, the employees were unhappy with the payments, the management refused to take the blame and instead blamed it on the poor budgetary management of the corporation heads. The was a serious communication problem in the corporation among the program heads and the employees which further leads us to believe the lack of proper planning since defining communication channels is an essential part of the planning process. Various negotiations and contracts were discussed but the employees' needs, and demands were never completely satisfied. The result of this was seen in the form of a strike by the employees in 1977 when 700 employees were laid-off while at the same time, salary appraisals were given to more essential employees.

Conclusion:

Greyson Corporation started out as a successful research and development company but to increase the profits, the company introduced an entire new division for production without considering the budgetary constraints. The corporation continued to take on new project despite the lack of funding, hired new employees and laid off old employees. The planning was minimal, and the corporation lacked proper communication channels. All this led to major disagreements between all employees, department heads and the upper-level management which ended in a strike. The corporation did not focus on planning which led to poor execution of all the activities.

after reading case answer it these need to be answered(Individual students will reflect on the challenging problems, creative solutions, and effective practices demonstrated in the case. The student will provide a brief discussion on the learning and unlearning [i.e. how the case caused to to change your opinion about aspects of project planning that you thought of in different ways before] that the case has empowered or inspired them to consider. The student will also explain how this case has inspired them to be a better project manager in the future.) answer should be three page.