Consultant Report
az162fun
final_project_-_applying_the_p-o-l-c.odtCase Study #3 Final Project
BMGT 364
Mike Davis worked for one of the big outdoor sporting goods stores for more than seven years. Although he never completed his degree, Mike took some management courses at the local community college. The knowledge he gained from his coursework along with his own tenacity enabled him to rise into entry-level management. Although Mike enjoyed his job, he couldn’t help wondering if there was more to life. Mike always wanted to open his own business because he wanted to be his own boss and thought he might be able to earn a decent living.
Recently, retired from a career with the school system as a PE teacher and sports coach, Mike’s Aunt Daisy was looking to fulfill her dream of having an outdoor adventure business. She had inherited some property years back but had not done anything with the land to this point. When Aunt Daisy learned that Mike was thinking along the same lines, she determined it was time to start a business. The two decided to go into business together and brought in Mike’s younger brother, Ethan, who was working part-time as an athletic trainer. The trio combined their savings and started hashing out a plan to use the five acres of land that Aunt Daisy had inherited.
The concept was simple…to open a business where teenagers, young adults, and work teams from local businesses could enjoy hours of outdoor fun and entertainment. There was limited sports and entertainment for the target audience so the family decided to open a themed outdoor paint ball park, which they called Outdoor Adventure Paintball Park. Outdoor Adventure offers customers a choice of five battlefields, each offering a different level of play.
Each field provides a unique experience for hours of enjoyment. There is the civil war field with a simulated headquarters and trenches; an old castle, which is made of multiple levels and a tower; the woods, which offers a true woodsy battle with placement of several man-made buildings for additional cover; the village, which is a large field with a wooded section running down one side, a two story building and bunkers in the middle, with a creek running down the other side; and the hill, which contains a wooded section and a number of bunkers on a steep incline. A small store is strategically placed in a location central to the fields to eliminate the need for guests to leave the playing area.
The costs to customers vary, with rental packages starting at $25 per person. Customers may also purchase a la carte based on their individual needs. Additionally, season passes are available for a cost of $150 and birthday party packages are available for $300. The minimum age to participate in a paint ball event is 10 years.
In addition to the five battle fields, there are six air ball fields that are formatted for 3, 5 and 7-man tournament play. Air ball fields offer a variety of layouts that are constantly changed to keep up with the latest craze in tournament play. Many of the fields have dedicated fill stations to eliminate the need for players to leave the field to reload.
The facility also includes a shooting gallery designed to allow individuals to sharpen their shooting skills. The gallery contains high velocity paint guns and a variety of still and moving targets. Players may practice aiming, have shootouts or just blast away at targets for sheer enjoyment.
Mike manages the business and spends most of his time in his office with the door closed, Ethan trains new employees and supervises paint ball events, and Aunt Daisy has oversight of the shooting gallery. The business started with three employees but has grown quickly to a staff of 20.
The venture seemed like a good idea. The family’s passion for sports and working with youth appeared to be paying off. There are loyal repeat customers who purchase expensive equipment and supplies from Ethan. These customers also enjoy attending extra training and information sessions. The tournaments have become popular and the local news has been covering the events. Moreover, the business has a reputation for being a safe family friendly environment.
However, recently, Outdoor Adventure has been experiencing growing pains. Scheduling is becoming more challenging as the activities on the field increase. Staff is pulled from one area of the park to provide coverage in another. Employees are starting to complain that they do not understand their job duties outside of the paint ball fields and feel they need additional training and procedures. Additionally, a major event was missed due to double-booking. A number of customers have expressed their displeasure with the service and, as a result, spending less time on the field. Local businesses are not responding to special discounts for employee events. There has been an increase in workplace mistakes but fortunately these have not resulted in serious accidents. Customers and employees are starting to question the leadership and often ask, “How long can a business like this one last?” or “Who’s running the show?”
Mike has noticed a dip in sales and is now starting to feel they are losing control of the business. While the two closest competitors are 30 – 45 miles away and do not offer nearly the same amenities, Mike understands that if they do not do something quickly, their customer base may decide travel to the competition. Moreover, his passion for owning a sports-oriented business is waning. He is concerned about the continued success of the business but the work no longer seems fun or interesting.
Aunt Daisy, on the other hand, is not interested in discussing the books and does not see any need to worry. She is not concerned about what Mike calls “a few random incidents” and sees the dip in sales as an indication that it would be a good idea to expand the offering. In fact, she has been presented with the possibility of forming a paint ball competing team. She feels this opportunity is too big to pass up and wants to convince the others that it’s a good time to pursue.
Instructions:
Assignment 3: Applying the P-O-L-C (Week 8)
Purpose:
The third assignment, a consultancy report, provides students with the ability to demonstrate that they have mastered the course content and can apply theories, concepts and ideas learned throughout the course to a situation that emulates a real world situation. Students will read the case study that focuses on the four functions of management: planning, organizing, leading and controlling (P-O-L-C) and respond to the required elements of the assignment.
Writing reports in business is commonplace so writing a consultancy report provides students the opportunity to demonstrate a skill that employers are looking for from an employee.
Outcome Met by Completing This Assignment:
integrate management theories and principles into management practices
employ effective planning processes to develop strategies, goals, and objectives in order to enhance performance and sustainability
organize human, physical, and financial resources for the effective and efficient attainment of organizational goals
demonstrate leadership skills by communicating a shared vision, motivating and empowering others, and creating a culture of ethical decision-making and innovation
develop measures and assess outcomes against plans and standards to improve organizational effectiveness
identify the essential characteristics of decision making and indicate the range and types of decisions a manager makes
Instructions:
You have been hired as a consultant to help Mike Davis and his family to solve the problems with his business both day-to-day and over the long term (strategically). You will create a consultancy report that covers the four functions of management. In creating the consultancy report, you must also demonstrate how the four functions of management are interrelated showing how issues in one function impact other functions.
In speaking with Mike, Ethan and Daisy, you already know the following about the business owners:
failed to develop or share a mission statement;
failed to determine the best way to organize resources, including personnel;
underestimates the importance of recruitment, job design and descriptions, and training;
assumed that motivation will occur naturally;
fails to define standards and other measurable outcomes;
ignored negative information;
delayed actions to improve organizational outcomes.
Be succinct in your writing but persuasive so that the recommendations will have positive outcomes for the business.
Students are not using buzz-word and are not defining terms using a dictionary. Students are expected to present the material in a professional manner describing and explaining to the owners. As a consultant, you should be secure in your presentation to Mike, Ethan and Daisy. Avoid telling the owners that they should do this or must do that but write in an action-oriented manner. Students are expected to make connections between the facts of the case study and concepts, theories, and ideas presented in the course material.
Step 1: Review “How to Analyze a Case Study” under Week 3 Content.
Step 2: Create a Word or Rich Text Format (RTF) document. This consultancy plan should be presented in a professional manner using single space, double-spaced between paragraphs. The final product will be between 6-8 pages in length excluding the title page, diagrams and reference page.
Step 3: Title page with your name, the course name, the date, and the instructor’s name.
Step 4: Since students are probably not familiar with writing a consultancy report, the following resources have been provided to assist in writing the report.
Outline for Consultancy Report
Step 5: In writing a case study, the writing is in the third person. What this means is that there are no words such as “I, me, my, we, or us” (first person writing), nor is there use of “you or your” (second person writing). If uncertain how to write in the third person, view this link: http://www.quickanddirtytips.com/education/grammar/first-second-and-third-person
Step 6: In writing this assignment, students are expected to support the reasoning using in-text citations and a reference list. If any material is used from a source, it must be cited and referenced. A reference within a reference list cannot exist without an associated in-text citation and vice versa. View the sample APA paper under Week 1 content.
Step 7: In writing this assignment, students are expected to paraphrase and not use direct quotes. Learn to paraphrase by reviewing this link: https://writing.wisc.edu/Handbook/QPA_paraphrase2.html
Step 8: In writing this assignment, students may use external resources but the majority of resources will come from the course readings with a wide array of readings used.
Step 9: Review the grading rubric for the assignment.
Step 10: Read critically and analyze the case study provided under Week 8 content. Notate the key points in the case study.
Step 11: Create an executive summary. Although a report must be complete when presenting to a client, the expectation is that there is an executive summary so that the client can read quickly the main features of the report. The executive summary should be written in a way that makes the client want to read more so it must have enough information to see the potential behind the recommendations without having to read the entire report.
So you aren’t sure how to write the executive summary. Check out this resource to help you write the summary:
How to Write an Executive Summary: http://articles.bplans.com/writing-an-executive-summary/
Step 12: Respond to the required elements of the assignment. Be clear and concise in the writing and make sure the questions are comprehensively answered.
-
In creating the consultancy report, students will first assess the business and identify specific areas of strengths and weaknesses of the business as it relates to the components of the P-O-L-C. In completing this section, do not create a heading for each element of the P-O-L-C but write from the perspective of the consultant discussing the strengths and weaknesses of the business;
-
Select a management model (class hierarchy, democratic hierarchy, collaborative management or collective management) and explain why the selected model is most appropriate for Outdoor Adventure Paintball Park;
-
Develop roles and responsibility of the owners and employees (Be creative in completing this task); Discuss why these positions are necessary to the business;
-
Discuss communication and the flow of decision making in relation to the management model;
-
Make specific recommendations for improving the management of Outdoor Adventure Paintball Park. Cover all aspects of the P-O-L-C. This area of the paper specifically addresses the areas of strengths and weaknesses identified above and puts in place a plan for the short and long –term success of the business;
-
Create a balanced scorecard that will help Outdoor Adventure Paintball Park align its business activities to the vision and strategy of the organization, improves communication and monitors performance against goals;
-
Students are expected to show what they have learned in the course by applying theories and concepts. Be sure to support your reasoning.
Step 13: Using the grading rubric as a comparison, read through the paper to ensure all required elements are presented.
Rubric Name: Assignment #3
|
|
|
Sample General Outline for
Consultancy Reports
Cover Page (name of report, organization it is submitted to, maybe a graphic—not included in page count)
Disclaimer Page (you don’t have to include this unless you want the practice—will not be included in page count)*
Title Page (inside cover with more information--title of assignment three, date, your name, my name, name of course—not included in page count)
Table of Contents (not included in page count)
Executive Summary (no more than ½ to full page—included in page count—a brief overview giving a synopsis of report for the person that may not read the full report)
Introduction to the Report (What is the problem or opportunity? What is the purpose of the proposal? What is the background of the problem or opportunity? What are your sources of information?* What is the scope of your report (what you will cover vs. what you won’t cover)?* What is the organization of your report (flow)?* What are the key terms that will be used in the report?*
Background (include client history if there is one—you can also create this section if you choose to include it)
Client Profile (who are you writing this about—history of firm—what’s happening with firm today—business and market environment—their competition)
The Firm’s Objectives (short and long term measureable objectives)
Team’s Task(s) (how you are going to carry out what you are suggesting should happen about the problem or opportunity outlined in the introduction—problem and/or opportunity repeated, methodology for addressing the problem and/or opportunity, recommendations
Summary Conclusion (pulls the report together and assures the client that these tasks will help them succeed or meet stated goals…thank them and pleasure working with their organization)
References (not included in page count)
Appendices (not included in page count)
Visuals* (not included in page count)
-
****EXAMPLE****
-
Introduction—give an abbreviated synopsis of Mike, Daisy and Ethan’s Outdoor Adventure Paintball Park (Use BMGT 364 Sample Introduction as an example)
-
Problem or Opportunity
-
P-Exponential Growth Quickly
-
P-Lack of Staff
-
P-Poor Customer Service
-
P-Concept but No Strategic Plan (vision, mission, etc.)
-
P-Dip in sales
-
O-Continued Exponential Growth
-
O-Unused Land for additional ball parks or paint ball fields
-
O-Paint Ball Competing Teams
-
O-Utilizing staff to their strengths
-
Purpose of Proposal (week one talk about importance and challenges of 21st century management)
-
To demonstrate that while exponential growth is currently a problem for the owners of OAPP, it could very well turn into an opportunity based on SWOT analysis, Gap Analysis and Competitive Analysis data.
-
To provide the owners with an abbreviated guide and recommendations (tasks) on ways to improve their current state of being.
-
Scope and Organization of Report
-
Discussion of what is to be included in this report: SWOT or Gap Analysis, management style, roles and responsibilities, objectives, recommendations/tasks, balanced score card and summary.
-
Background
-
Background on Problem
-
Inexperienced managers [Mike—no formal training or education in business (a couple of community college courses); seven years at one store (limited exposure to other environments); and was an outdoor sporting goods store not an adventure park. Not selling a product but a service. Daisy—no formal training or education in business; worked in a school as a PE teacher; understands youth but in a controlled—rule based setting. Ethan—no formal training or education in business; worked as a part-time athletic trainer not even full-time work experience.]
-
Not enough staff for demand.
-
No one with financial management background for bookkeeping purposes.
-
Mike was the only one with minimal entry level management experience. So, no one had supervisory, management or scheduling experience.
-
No one had party planning or events planning experience.
-
Great concept, location, enthusiasm and energy but not strategic direction.
-
No developed or shared mission statement (stated in case study) but also don’t see a vision statement put forth.
-
Failed to determine the best way to organize resources; including personnel.
-
Underestimates the importance of recruitment, job design and descriptions and training (staff is complaining about this very thing according to case study).
-
Assumed motivation will occur naturally.
-
Failed to define standards and other measurable outcomes.
-
Informed negative information (all of the managers)
-
Delayed actions to improve organizational outcomes.
-
Importance of Background on Solving Problem or Addressing Opportunity (week one talk about importance and challenges of 21st century management)
-
Critical to know what your shortcomings are in order to address the issue and turn it into an opportunity.
-
Need to be clear what each area is and not overlook anything because sometimes you get one shot to improve a circumstance.
-
Client Profile (week three information from whole course on Management Principles—slide show)
-
History of Company
-
Create this…in rural Annapolis, MD near Naval Academy USA
-
Formed in 2014
-
Only one of its kind in 50 mile radius
-
Use concept: outdoor fun and entertainment park
-
Type of management style (week three—class hierarchy (top-down), democratic hierarchy (all levels at same point talking together)++0 , collaborative management (boundaryless) or collective management (innovation)—what do they have now.)
-
Type of management staff (discuss three broad role categories of interpersonal, informational and decisional—who does this there)
-
Roles and Responsibilities of all staff—what do we actually know about anyone that’s not management—not much (include current org chart of three managers and 17 staffers)
-
Market Environment (week two—creating a competitive advantage)
-
Approximately 40 paintball parks in MD
-
Closest one is 50 miles away
-
Big sport in the state
-
Fun and entertainment as well as competitive sport
-
Competition (week two—creating a competitive advantage)
-
Two competing companies (Outdoor Xtreme in Chesapeake City, MD and Adventure Park USA in New Market, MD)
-
Same offerings in terms of general paintball fun
-
Same hours
-
Different fields (war field with simulated headquarters and trenches; old castle; woods, a village) store in center so guests don’t have to leave the fields for restrooms, water breaks, breathers, etc.
-
Costs are comparable
-
Objectives (week four—developing a mission, vision and values; setting short term and long term goals—the section answers the Planning and Leading phases—which goals should be pursued and attained and what resources should be allocated? As well as direction, state and clear vision for employees to follow)
-
Create mission and vision statements
-
Business Development
-
Financial Management
-
Human Resources
-
Evaluation
-
Stakeholder Engagement and Partnership Development
-
Communication
-
Team Tasks (week six—decision making, communication, managing groups and teams, motivating employees)
-
Develop a current business development, marketing, and strategic plan
-
Develop a human resource (HR) infrastructure, to include employee handbook, code of conduct policy, employee training, and benefits
-
Employee PMP practices to include a strong financial management component
-
Develop a Continuous Performance Improvement Plan and Customer Satisfaction Surveys
-
Strategic Partnerships with local businesses or universities around team building
-
Develop a website, FB page, Twitter, Instagram, blogs, e-newsletters, etc. for staff and customers
-
Summary or Conclusion (week seven essentials of control and strategic human resource management)
-
Include Balanced Score Card (this section handles the Controlling phase of the POLC in that it provides a model for how well an organization evaluates and accurately measuring its performance)
-
Include Discussion on Organizational Culture (week five structure and culture)
-
Include Revised Organizational Chart (answers the Organization phase in terms of structure and cultural norms of organization)
-
Type of management style (week three—class hierarchy, democratic hierarchy, collaborative management or collective management—what will evolve into if the recommendations are followed)
The balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization ...
