MGMT301 Cases for Analysis. Management Essay. Ansver the questions

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Case Analysis
Summary
The vice president of operations, Allison Elam at cleavers sausage house in Minnesota, was withdrawn by the executive’s refusal to launch her dream project in the company. Elam was looking forward to the implementation of a new material requirements planning, (MRP) software system. Elam's department had been working hard for the launch of the system to automate the manufacturing process of the company. However, Cleaver’s executive committee turned the project of launching the scheme, and Elam revealed disappointment because she thought that the meeting would favor her plan.
As the Chief Financial officer (CFO), David Martin expressed great fear towards the launch of the system. Martin held the responsibility of managing the financial activities at Cleavers (Wilkinson). The officer would act with caution to avoid loss of the businesses' capital through the implementation of the system (Williams, 117). Elam had prior thoughts and conviction that Martin would support her idea, but he gave a negative response. Various members of the executive followed the step of the CFO and proved the project a no-go decision (Williams, 7). The executive revealed multiple issues, including the fear that the system may be costly to the company and shortages of raw materials. The individuals gave the reasons to justify their decisions to opposing the scheme. Although the executive had declined the system, Elam could not back off from her idea. Elam had plans of pushing and working to see the launch of the system in Cleavers.
Jayden Anderson, the CEO of Cleavers, had hired Elam after the demise of his brother. Elam took the position of Stefan and had worked for ten months at the time of the strain to implement the MPR system. Stefan purchased the software for the MPR system before ailing, and his brother would always wonder about the reaction he would give at the implementation of the system. Unfortunately, Stefan died before the achievement of the desired goals, leading to the absorption of Elam. The CEO got the requirements of a well-experienced vice president in the operations department because the employee had worked with various significant companies like Coca-Cola. Elam assured the president that she had worked with successful systems in the past, and his company was not an option. The lady gave Anderson assurance of efficiency in business operations, procurement services, and production processes at Cleavers to ensure stability in the business and yield success (Williams, 117). Therefore, Elam has to follow appropriate tactics to facilitate the implementation of the MPR system in Cleavers.
Questions
1 The executive had various reasons for resisting the MRP implementation. First, one of the staff members gave an opinion pointing out at the cost of the system. The system could be costly and then fail to deliver the anticipated changes. In this case, the company will get two subsequent losses.
The vice president in the sales department expressed doubts that the system may not offer the sales levels desired by Cleavers. Hence, the company might invest in the plan and remain in the same position in the management of sales. Another staff gave evidence on the pas...