Organizational Development Project
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Organizational Development Project

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  • Into - Lintha Agenda - Lintha Issues – Lintha Swot – Carlo General Recommendations – Kevin Alternative 1 – David Alternative 2 – Rustem Selection of alternative – Rustem Timeline of Implementation – Rustem Contingencies – Lintha Q and A everyone
  • Ms. Jenkins: cross-train & ready for possible future promotion -Mr. Sinclair: learn the product and material costs, invoicing skills management, under the supervision of Mr. Sampson.  -After a few months of training, Mr. Sinclair will return to previous post, but with performance standards -To reduce shrink, Mr. Sinclair should sign for all material used -Benefits include: improved customer service, inventory control and job quoting skills -(Cons) possible blowback from Ms. Jenkins -(Cons) possible blowback from Mr. King, Mr. Sinclair -(Cons) possible blowback from Mr. Sampson and his retail staff -(Cons) possible reduction performance of Garden Depot retail stores
  • Restructure the company so that its landscaping division contracts out all landscaping work to independent contractors. Which means that we replace the current seasonal part-time and one full-time employees with contractors. PROS include Mr. Sinclair is to perform the job he has experience in: which is the dispatcher Require contractors to buy equipment from Garden Depot Which would increase revenue from items sold in retail, or possibly a portion of contract revenues Contractors would quote the customers, which alleviates the need for Mr. Sinclair to perform that task Reduced payroll costs, save on administrative work as well as no benefits or payroll taxes for contractors Supply of landscaping service more flexible, which would allow us meet a fluctuating demand based on season and weather Standards of service/damages in contract. We can hold contractors responsible for any damages to the equipment that they are installing, which would reduce the cost of the order Cons Possible reduction in profits due to smaller profit margin from contracted work. This may be complimented by increased retail sales and increased volume of landscaping jobs Mr. King and Mr. Sampson may see this as downsizing, if you were planning on expanding the business. Please note that this alternative would let you focus on the retail part of your business, as it is the more successful part Mr. Sinclair may see this as demotion. This is not a demotion, as this alternative is based on Mr.Sinclair’s expertise, and would allow him to show his worth to the company
  • When we relate this alternative to the issues we see that it addresses the lack of standardized hiring practices and performance standards, by implementation of contracts with certain expectations from the jobs. This addresses the managerial underperformance, by eliminating the vast majority of the managerial tasks as well as creating a more familiar job for Mr.Sinclair This addresses the supply of landscapers by creating a more flexible workforce, that can expand whenever we have a high demand for landscapers This eliminates the problem of under pricing and inventory control This alternative does not address the issue of senior management’s hands off management style This alternative does eliminate the burden on Mr.Sinclair to do invoices, which would in turn eliminate the increased workload from Ms.Bowman

Organizational Development Project Organizational Development Project Presentation Transcript

  • The Garden Depot Presented by Razzmatazz Consulting Group
  • Agenda
    • Issues with the Garden Depot
    • SWOT analysis
    • General recommendations
    • Alternative 1&2
    • Selection of alternative
    • Timeline implementation
    • Contingencies
    • Q and A
  • Issues to be addressed
    • Lack of standardized hiring practices and performance standards
    • Managerial underperformance
    • Poor inventory control
      • Under pricing
    • Can not meet demand, can not meet profit potential
    • Ms. Bowman is overworked
      • Senior management hands off management style
    • Recent brand damage
  • SWOT analysis
  • General “Sound Suggestions”
    • *
    • Provide managerial training for Mr. Sinclair
      • Managerial hiring based on experience and aptitude
    • Create specific job descriptions
    • Not only a quote, but also a time estimates
    • Customer signature and random service quality calls to customers
    • Performance standards for customer service
    • King and Sampson need to inspect the ground level operations
  • “ Shuffle the Deck” alternative
    • Ms. Jenkins: cross-train & ready for possible future promotion
    • Mr. Sinclair: learn the product and material costs, invoicing skills management, under the supervision of Mr. Sampson. 
    • After a few months of training, Mr. Sinclair will return to previous post
    • To reduce shrink, Mr. Sinclair should sign for all material used
    • CONS
    • Possible blowback from Ms. Jenkins
    • Possible blowback from Mr. King, Mr. Sinclair
    • Possible blowback from Mr. Sampson and his retail staff
    • Possible reduction performance of Garden Depot retail stores
    Temporarily switch Mr. Sinclair to manage the retail store and Ms. Jenkins to manage the landscaping PROS Improved customer service Improved inventory control Improved job quoting skills
  • Alternative’s “X’s and O’s”
  • “ Sign on the dotted line” alternative
    • Restructure the company so that its landscaping division contracts out all landscaping work to independent contractors
      • CONS
      • Possible reduction in profit margins, as contractors are paid more that staff
      • Mr. King and Mr. Sampson may see this as downsizing
      • Mr. Sinclair may see this as demotion
      • PROS
      • Mr. Sinclair to perform the job he is experienced in: that of the dispatcher
      • Require contractors to buy equipment from Garden Depot
      • Increased revenue from items sold in retail, as well as portion of contract revenues
      • Contractors quote the customers
      • Reduced payroll costs, no benefits or payroll taxes for contractors
      • Supply of landscaping service more flexible
      • Standards of service/damages in contract
  • Alternative’s “X’s and O’s”
  • Timeline for Implementation
  • Contingencies
    • If we can not find contractors - hire students on contracts
    • If contractors are not up to par – terminate contract
    • If alternative 2 does not meet the timeline - extend the timeline
    • If alternative 2 doesn't work - alternative 1 is the back up
  • Questions and Answers