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Management and Organizational Behavior

The internal database project was to strengthen the processing attributes to better processing functions to be implemented by the team. The lead project manager Mr. Lowes appointed four other team members that ranges from different departments, in order to provide a concise effort on the overall needs of the database. The organization had a timeline for delivery of the new updated internal system due in120 days. The corporation has over 11,000 employees both domestically and internationally that consists of a billion dollar assets size portfolio within a focused financial and services market capitalization.

The planning function for implementing software database project within the organization has a total of 12 specific departmental divisions – that presents an opportunity to evaluate the planning function within the context of risk management dealing with legal issues, ethics, and corporate social responsibility. The concerns raised by the team members expressed a sense to focusing on the particulars of their specific departments needs. The project manager Mr. Lowes felt that following the project scope by the stakeholder’s preferences was the correct method to follow.

However, the Jane and Todd of the project team went to Mr. Lowes to speak in privately about the specific concerns in accounting department. Mr. Lowes noted the concerns and decided to bring up those concerns in the next project team meeting. The project lead made concern was meeting the set goals of the stakeholders and targeted end-user consumer. The legalities that will impact the over project presented another concern to alert the project team to be aware of that is critical to the success of the project.

On the day of the project team meeting, the project manager, Mr. Lowes, rolled out the concerns of Jane and Todd that outlined the specifics on processing procedures needed to be implemented in the database. Mr. Lowes offered Jane and Todd to interject on providing the first hand experiences to the shortcomings of balancing, receivables, and posting screens. These limitations, according to Jane and Todd the request to focus mainly on the accounting department to focus on these issues are warranted for success.

Otherwise, according to Jane and Todd the accounting department, the rest of internal departments of sales, administrative, production, and marketing will not be able to accurately account actual related data. After Jane and Todd, the rest of the project team erupted about the other departments needed concerns and why accounting had to override these concerns. Mr. Lowes interjected by offering a spreadsheet that showed how the breakdown of information in accounting did in fact create many errors in the other departments of the organization. As, Mr.

Lowes continued to explained the redirection of the project, at first it seemed to be working in convincing that the accounting department was winning the argument. However, another team member named Bobby pulled out a diagram of the all the internal departments and actually showed how marketing majorly impacted the organizational operations. Bobby also provided more recent statistics how the CRM from sales and marketing is critical to relay back to accounting in making needed adjustments for accuracy. Therefore, the need to focus on marketing and sales must be the main focus and model to implement for the new database.

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