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The company of ambius   final [autosaved]
The company of ambius   final [autosaved]
The company of ambius   final [autosaved]
The company of ambius   final [autosaved]
The company of ambius   final [autosaved]
The company of ambius   final [autosaved]
The company of ambius   final [autosaved]
The company of ambius   final [autosaved]
The company of ambius   final [autosaved]
The company of ambius   final [autosaved]
The company of ambius   final [autosaved]
The company of ambius   final [autosaved]
The company of ambius   final [autosaved]
The company of ambius   final [autosaved]
The company of ambius   final [autosaved]
The company of ambius   final [autosaved]
The company of ambius   final [autosaved]
The company of ambius   final [autosaved]
The company of ambius   final [autosaved]
The company of ambius   final [autosaved]
The company of ambius   final [autosaved]
The company of ambius   final [autosaved]
The company of ambius   final [autosaved]
The company of ambius   final [autosaved]
The company of ambius   final [autosaved]
The company of ambius   final [autosaved]
The company of ambius   final [autosaved]
The company of ambius   final [autosaved]
The company of ambius   final [autosaved]
The company of ambius   final [autosaved]
The company of ambius   final [autosaved]
The company of ambius   final [autosaved]
The company of ambius   final [autosaved]
The company of ambius   final [autosaved]
The company of ambius   final [autosaved]
The company of ambius   final [autosaved]
The company of ambius   final [autosaved]
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The company of ambius final [autosaved]

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  • 1. Presented ByKevin DuffyJohn Saint-Onge& Albert Trujillo
  • 2. Introduction of Tim JollyQuick Facts: Currently an Ambius service manager Alumnus of ULV Business Administration Degree Head baseball coach for teams in both the US and the Netherlands
  • 3. Tim’s Responsibilities as a LeaderTim Jolly has a many responsibilities Managing Accountsworking at Ambius.From establishing teams to handling Payroll Establishing Teamsbudgets and accounts, Tim has a loton his agenda.The chart to the right showcasessome of the many responsibilities Sales BudgetsTim is in charge of at Ambius.
  • 4. The Ambius OrganizationCurrently, Ambius employs over 1,300employees in 42 branches in North America.Ambius focuses on cateringto each individual clientand their specific requests.
  • 5. The Ambius Organization The Ambius organization offers “design services for interior business environments.”These services include: live and artificial plant displays commercial holiday displays wall art and “living” wall art ambient scenting for work environmentsExamples to follow!
  • 6. Mall & Hotel Spaces Mall SpacesPhotos Live Plant Displays by designer charlee storner
  • 7. Mall Spaces & Holiday DisplaysPhotos Live & Artificial Plant Displaysby designer laura burns-lambert
  • 8. Hotel GroundsPhotos Live Plant Displays by designer joanne craft
  • 9. Wall ArtAmbius works in the followinggenres for their clientele: landscapes floral photography coastal abstractAmbius can also create custom-made mirrors and murals for anydesign space.
  • 10. “Living” Wall ArtAmbius also creates unique artpieces called “living” wall art.Utilizing plants in a uniquevariety of ways, this “living” wallart truly creates a wonderful, nature-inspired environment.
  • 11. Ambient Scenting Also known as aroma marketing  As a result, scents can:  reinforce a brand Powerful, yet subtle way for your  create a warm and memorable company to gain loyalty of customers welcome  give customers a reason to stay Of all the senses, smell is often cited as longer or want to return the one that triggers emotions and memories most powerfully When the sense of smell is added to an environment, studies show that a person will recall that location or moment due to their ability to remember the smell
  • 12. Ambient Scenting Samples Fruity Citrus Naturescape
  • 13. Mission & Vision -MISSION- - V I S I ON - Provide world-class service experiences that enhance the business environments “Ambius will be the premier Enhance business environments gggggggg creator of ambience for businesses, which enables the work experience and Offer a broad range of unique enables people to thrive.” products Improve employee well-being Create long last clientele relationships through genuine teamwork
  • 14. Strategic GoalsAmbius has established The Ambience Service Promise for theiremployees, which is modeled off of their mission statement, toachieve excellent customer service and meet expected goals.It states the following: Inspire their imaginations Connect with a smile Engage them emotionally Grow their knowledgeAmbius has also established a listed Service Model.
  • 15. Major Initiatives BE ECO–FRIENDLY! Ambius is committed to being eco-friendly.The organization has established a carbon-reduction program to provide a more sustainable future.
  • 16. Major Initiatives AMBIUS UNIVERSITYThe Ambius University wascreated to: Provide proper education Provide excellent training for employees Provide Research & Development Develop better management for their sustainability and environmental projects
  • 17. Culture/Work Environment & Environmental Factors CULTURE ENVIRONMENTAL and the work environment FACTORSIn the culture at Ambius, the Ambius is affected by a numberfollowing list is crucial for of outside forces, including:success:  life cycle of plants integrity  soil conditions reliability  weather conditions responsiveness  customer damage teamwork excellent service valued, lasting relationships
  • 18. Leadership Style SKILLS APPROACH SITUATIONAL APPROACH AUTHENTIC LEADERTim, who is currently in Tim also follows the Tim is also a veryMiddle Management, “Situational Approach” authentic leader.follows the “Skills Approach” model.correctly. Tim has: Tim currently utilizes theHe is: following principles from  Established an “open door” this model: policy Highly technical with computers  Established structure  S2 (Coaching): Works well with people and for teams who are less  Established motivation and establishing teams knowledgeable in tasks objectives  Established trust Creates new, innovative  S3 (Supporting): concepts for beautiful and for teams who are more  Lead with conviction, efficient displays knowledgeable in tasks passion, and consistency
  • 19. Tim’s Experiences at South Coast Plaza Example story showcasing Tim’s leadership in action Worker’s way versus Tim’s way Conflict Resolution
  • 20. EvaluationAfter evaluating Tim’s responses, it appears that Tim is an overall great leader.The following characteristics of Tim really appealed to me: Tim creates personal relationships with his employees Tim is motivated by client happiness and enjoys his finalized products Tim has established a “snowball” of accountability in his work ethics For the most part, Tim has established mutual trust in his workplace Tim is passionate, coolheaded, innovative, and creative towards his job Tim is great at creating solutions at work He follows the three mentioned models accordingly  Skills Approach, Situational Approach, & Authentic Leader Model
  • 21. Recommendations: IntroductionAlthough Tim displays great leadership approaches,I do have a few suggestions.Tim mentioned in his interview responses that he wished his teammembers would become more “self-manageable” and not sodependent on him.
  • 22. Recommendations: Tim’s Main Concern What do you think you can improve upon as a leader? “I think I can improve on forming the technicians to become more self- manageable. Unfortunately when you develop such open and trustingrelationships, the employee will come to you with anything. This is good, but itdoes mean that sometimes there are problems that do not need to be addressed by the manager because they could easily be solved by the technician and improve efficiency. I can do a better job in drawing out this fine line and voicing what issues need to be run by a manager before a decision is made versus what issues that don’t.” How to accomplish this?
  • 23. How to accomplish this? Utilize the Transformational Model. Draw the “line” between friend and leader better; focus a little more attention on the “task” side. (It’s a double-edge sword!) Establish the issues that need to be addressed by managers and which issues do not. Develop creative ways to keep motivating the staff. Situational Approach: switch from the S2 approach to a more frequent use of the S3 or possibly S4 (Delegating) approach in the future when employees feel more “transformed” and developed.
  • 24. RecommendationsKeep on doing what you are doing right! Keep developing your relationships with both your clients and employees (be mindful, though, of how you go about this!) Keep being a motivating, trusting force within your team Keep leading by example Remain passionate and excited about what you do (If you aren’t excited, why should your employees be?)
  • 25. My Final Recommendation Remember the Harvard Article for Providing Great Leadership: o Always keep your “fire” of desire strong. o Keep up with your “snowball” of accountability! o Break any “masks” that may form in the future! o Learn from yourself and others: “Movie” yourself. Review and reflect yourself constantly!
  • 26. We hope you enjoyed our presentation!

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