http://digital.library.wisc.edu/1793/8342 2026-03-05T07:33:55Z 2026-03-05T07:33:55Z Sellers, Cherrie http://digital.library.wisc.edu/1793/96373 2026-01-24T12:53:04Z 2026-01-23T00:00:00Z

The benefits from human resource departments using strategic human resource management (SHRM) strategies, when involved in change management initiatives Sellers, Cherrie Organizations must be willing to transition from using traditional human resource management (HRM) strategies to utilizing strategic human resource management (SHRM) strategies when necessary. When rapid changes occur in organizations, it is essential to be prepared to manage the change effectively. Organizations can benefit from creating policies and procedures that help meet their goals and objectives. Strategic human resource management strategies can help create effective methods for human resources management, and corporate management can collaborate to develop procedures when human resources management is needed. Management must be willing to collaborate with human resources management to achieve greater success. Building a competitive edge is important. This paper will explore the role of human resources in change management initiatives, focusing on how strategic human resources management strategies play a critical role in the change process. A seminar paper presented to the graduate faculty at the University of Wisconsin-Platteville. In partial fulfillment of the requirement for the degree of Master of Science – Organizational Change Leadership

2026-01-23T00:00:00Z McCulloh, Thomas W. http://digital.library.wisc.edu/1793/96372 2026-01-24T12:53:03Z 2026-01-23T00:00:00Z

The ugliness of organizational growth: Analyzing developments which help merging organizations McCulloh, Thomas W. Merging organizations is inherent in our global sphere. As Aristotle shared: “the sum is greater than the parts on their own.” Organizational merger often involves rapid decision-making in quick succession; when there are a multitude of decisions in a short time interval, the fallout can be uglier without a pathway. In review of existing strategic frameworks, Jim Collins’s Good to Great and John Hayes’s The Theory and Practice of Change Management, the paper also unfolds a separate strategy: to unify, to focus growth, to establish leaders, to distribute influence, and to reflect on the ability to repeat a similar merger. The U.G.L.I.R. strategy is applicable in non-profit and for-profit organizations to simplify the uglier and complex organizational process of merging organizations. When reviewing non-profit mergers specifically, the study finds that the characteristics of a non-profit board of directors offer more challenges to a potential merger. In addition, for-profit intra-agency mergers are resembled by non-profit interagency mergers and vice versa. Finally, there are inherent challenges to merging nonprofit organizations, such as geography and organizing documents. Still applicable, the U.G.L.I.R. strategy shows that many non-profits demand more time and patience to fulfill a merger than a for-profit might require. Multiple mergers, in quick succession, are more common in a for-profit arena. A seminar paper presented to the graduate faculty at the University of Wisconsin-Platteville. In partial fulfillment of the requirement for the degree of Master of Science – Organizational Change Leadership

2026-01-23T00:00:00Z Rea, Chase O. http://digital.library.wisc.edu/1793/96370 2026-01-24T12:53:03Z 2026-01-23T00:00:00Z

Risk management best practices in the consumer goods industry supply chain: Combating Disruption and volatility Rea, Chase O. Globalization has made supply chains more complex, exposing organizations to a greater risk of disruptions. In the consumer goods industry, everyday household essentials are critical to people’s daily lives. Disruptions can directly affect millions of households and significantly impact organizational performance. This study examines supply chain risk management (SCRM) practices in the consumer goods industry to identify strategies that can strengthen supply chain resilience and agility amid disruption and volatility. Drawing on secondary analyses of case studies, academic journals, and industry research, this paper explores how supply chain leaders can better anticipate disruptions and mitigate their vulnerabilities by adopting best practices. The goal of this paper is to provide a framework for those leaders to increase operational continuity, maintain their consumers’ trust, and reduce the impact of disruptions and volatility. An Educational Project presented to the graduate faculty at the University of Wisconsin-Platteville. In partial fulfillment of the requirement for the degree of Master of Science - Integrated Supply Chain Management

2026-01-23T00:00:00Z Rudolph, Brian L. http://digital.library.wisc.edu/1793/96369 2026-01-24T12:52:57Z 2026-01-23T00:00:00Z

Creating organizational resilience through demand planning Rudolph, Brian L. The trend of increasingly dynamic business environments for manufacturing and distribution supply chains has been well-documented over the last three decades. To adapt, supply chains are becoming more complex. The need for supply chains to increase revenues across global markets and cut costs while innovation cycles, product cycles, and technology adoption rates are shrinking, is driving the need for a more demand-centric answer. A solution that creates the resiliency necessary for a company to navigate through this chaos is the incorporation of a demand management process. Demand planning is the role or department within a company with the purpose of identifying, capturing, and disseminating this ever-changing consumer demand so supply can be adjusted, risks can be mitigated, and opportunities can be harnessed. I found the demand management solution through a systematic review of books and articles addressing the pivotal functions involved in demand management, i.e. sales and operations planning (S&OP), forecasting, and data analysis. An Educational Project presented to the graduate faculty at the University of Wisconsin-Platteville. In partial fulfillment of the requirement for the degree of Master of Science - Integrated Supply Chain Management

2026-01-23T00:00:00Z