Management Plan

1.1.  Ã‚   Problem Definition: The company has been successful in securing considerable sales of around $5 million per annum. However, the company for some reason has been loosing sales. This problem has been there continuously for the last five years. The issue which our department is facing specifically is that we are making decreasing contributions towards the overall net profitability of the company. For the company, after a certain time, our department will become a parasite if these types of conditions persist. Therefore the company’s top management, such as Carol and others might decide and be adamant to close and/or sell off our department. Though this might yield the company a net loss but closing down our department may offer cutting further losses in future to the company. On the other hand all employees working for and either directly or indirectly associated with this department have their jobs at stake unless the department starts earning! 1.2.  Ã‚   Vision: My department should be designed in a flat hierarchical structure. I would design the job specification of my subordinates in such a way so as to enable them to have the least number of levels to jump to reach me for discussion(s) on any relevant issues. I would encourage the employees through out the department to have themselves integrated not as individuals but as one. This would help in asserting a clear and transparent management of every one on the efforts they contribute to achieve the collective goals of the organization. This will also reveal the issues related to employees regarding the decreasing sales of our department. 1.3.  Ã‚   Mission Statement: â€Å"To provide the best quality cleaning solution to healthcare customers, bundled with the customer service beyond their expectations. To give Value for Money.† 1.4.  Ã‚   Establish goals & objectives: The department needs to and will start generating profits in the near future. For this purpose the first and foremost objective is to develop different models and use of the different available techniques to analyze the existing, past, and potential customers, their demographics, their demand type/frequency and there patterns of purchasing & using our products. The most likely reasons that they shifted from us or reduced there purchases from us. We would also analyze and try to find out what our nearest competitors are offering in comparison to what we offer and what can we potentially offer. 2.  Ã‚  Ã‚  Ã‚  Ã‚   Communicate: 2.1.  Ã‚   Identify stakeholders: The stakeholders in our case include; The employees who are directly or indirectly linked to our department. The top management personnel such as Carol. The customers, the hospitals which account for 85% of our sales. Myself, the newly appointed departmental head. 2.2.  Ã‚   Frame Communication: I as the departmental head would rather suggest an open meeting at the end of each day, similar to that what Japanese do, and I will try to analyze and grasp the grass root of any problem so that it can be cached and cured there n’ then. 2.3.  Ã‚   Plan Communication: I would set the necessary procedures such as enclosed messages or e-mails to inform only my team members for specific department related meeting. This would ensure direct communication with privacy. 2.4.  Ã‚   Communication with stakeholders: All the stakeholders would be informed via a formal channel such as a personalized mail, e-mail and/or a news letter. Since all stakeholders are to be informed there fore we are using such methods so as to actually make a sort of announcement for the meeting. 2.5.  Ã‚   Channels of communications: Where n= the no. people communicating with each other (i.e. 6 in our case) = n (n-1)/2 =6(6-1)/2 = 15 channels of communication 3. Cooperate: 3.1.  Ã‚   Methods of cooperation: The Individual’s Team Contribution The Team’s Performance Behaviors/Process Results (Individual) Behaviors/Process Results (Team) 3.2.  Ã‚   Competition between team members: The competition between the team members is a good approach specially in the case of sales staff. Even other than sales staff, members of the department performing other activities can also compete in terms of their productivity and how much they contribute towards their job i.e. apart from their normal schedule of duties how much do they put in genuine efforts in going beyond what is required for the sake of the company’s overall ‘Good’. 4.Follow Though: 4.1.  Ã‚   WBS: Total proposals required per year= 2000 As per 2-5 there are 6 employees including me, therefore assuming the 5 employees be there; 2000/12= proposals per month = 167 167/5= 33.2 25000/12/5= 417. 4.2.  Ã‚   Accountability: The figures given above are the minimum target that need to be achieved. They form the basic standards and actually serve as the benchmarks for anyone’s’ accountability regarding his/her job.. 5.  Ã‚  Ã‚  Ã‚  Ã‚   Evaluate: 5.1.  Ã‚   Outline of performance: The performance measurement would purely be based on it’s the type of activities being conducted and the results that are being yield as a result of these activities. This includes, for example, comparing revenues, productivity, etc. 5.2.  Ã‚   Performance:Adequate performance was given. However if the performance would have been inadequate than I would scrutinize the Work Breakdown Structure and try sorting out where the problem persists and what caused the performance to be inadequate. 5.3.  Ã‚   Optimistic: If I would have been optimistic with whatever I predicted than I would surely had placed relatively much higher targets than normal ones. This might have led to unachievable targets and hence frustration by the employees causing them to get disturbed and the productivity would have decreased. References Gareth R. Jones, Jennifer M. George & Charles W. L. Hill (2005) Principles of Management.: McGraw-Hill