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Analysis

Case Study Analysis s Submitted by s: Stakeholder analysis Stakeholders in a process are the actors who have vested interests in the policies that are being promoted (Bittner and Spence, 2003, p. 61). There are a number of stakeholder categories as far as classification and analysis is concerned (Wimmer, Scholl and Grönlund, 2007, p. 169). The latent stakeholders are those who must be kept satisfied regardless of the undertaking of the company and in this case the category is comprised of officials at the Town council as well as the residents of this area. Another category of stakeholders is the promoters who are supposed to be managed closely (Holland, 2007, p. 126). In this case study, they include the management of the Plasterboard Company as well as that of the company that has been sub contracted for transport. Apathetic stakeholders are the ones responsible for monitoring the activities that are being undertaken and in this case the NGO that is advocating for Plasterboard Company to change its operations or be denied the right to work in this area is in this category (Kogut, 2012, p. 56). The defenders in this situation are the people who work in the mines and who may lose their jobs in the event that the company cannot continue carrying out its activities in this area (Aartsengel and Kurtoglu, 2013, p. 41).
Ethical dilemmas
An ethical dilemma is a complicated state of affairs that most often than not involves an actual mental conflict between moral imperatives whereby obeying one will mean another is disobeyed (Harman, 2006, p. 152). In relation to this case study, an ethical dilemma will arise if the quarry operations are closed. This is because the people who work at the quarry will no longer have a source of employment and this will make their lives considerably difficult. On the other hand, if the quarry remains open, there is the risk of accidents associated with the trucks that pass through the town and also the rocks after they have blown. The disturbance that is caused by the trucks and the vibrations which amount to pollution will also continue.
Another ethical dilemma can be identified in the plant operations since if the plant is closed; there is the danger of two hundred people losing a source of livelihood which will be bad for the town’s economy. Keeping it open means that the dangers associated with it will continue to haunt the population of the town. There may be a danger of the chemicals spilling and contaminating the environment as well as the groundwater in the soil that is used in the town. The noise and vibrations from the plant is also a nuisance even though the amount of dust produced has not reached alarming levels yet (Smith, Collis and Fookes, 2001, p. 96).
Risk assessment
The assessment of risk involves determining the measurable or qualitative significance of threat linked to a tangible state and a danger that has been identified (Suter, 2007, p. 36). On the other hand, an acceptable risk is one that can be appreciated and tolerated since the cost of implementing an effective countermeasure for the connected vulnerability is more than the expected loss (Yoe, 2012, p. 76). The residents of silver creek are likely to suffer health conditions in future that are linked to the large quantities of dust they inhale when the trucks pass through the town (Kahn, 2004, p. 50). They are likely to suffer from chest and lung complications if they are exposed to these conditions for a long while (Harmon, 2013, p. 28). It is also highly likely that the vibrations and noise will have a harmful effect on the female members of the time who may be pregnant. Continued vibrations for a long time might also cause the buildings in the town to develop crack that might cause them to collapse (Vibrationdamage. com, 2014, pr. 3).
Action plan
An action plan is a detailed plan that outlines the activities that are needed to arrive at one or more goals (Crutchfield and Roughton, 2013, p. 284). It assists in identifying the required steps that are needed to arrive at an objective through considering details and setting limits for an organization so that resources can be saved (Burke, Krey and Krey, 2005, p. 43). The town council management should make sure that it collaborates with the NGO and avoid approving the request by the company until the company can be able to meet all the requirements that are needed. The council should also ensure it follows up on manner in which the company carries out its activities and if it is following the set out guidelines. On the part of the company, the management should come up with a compensation package for the residents of the town that have been affected by its activities and find alternative routes for transportation and blasting techniques. The NGO and the town council together with the management of the company should communicate constantly to make sure there is a smooth flow of information.

Bibliography
Aartsengel, A. and Kurtoglu, S. 2013, Handbook on continuous improvement transformation,
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Bittner, K. and Spence, I. 2003, Use case modelling, 1st ed. Addison Wesley, Boston, MA.
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Suter, G. 2007, Ecological risk assessment, 1st ed. CRC Press/Taylor & Francis, Boca Raton.
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