Running head: Operational Plan Operational Plan Crystal M JacksonAshford UniversityThe Functions of Modern Management (MOB1415B) Instructor:  Dr. Alan Swank Week 6 Operational Plan Develop an operational plan for an organization of your choice. Create a fictional organization that includes the name, type of business, size of organization, and the product or service that the organization offers. The paper must be between 10-12 pages in length and include five scholarly sources, in addition to the text. Your paper must: a. Develop an organizational chart for the proposed organization. a. Include the title of positions and a brief description of the positions’ duties and responsibilities. b. Figure 7.7 in Chapter 7 of the text provides an example of how to develop the organizational chart.   b. Define the organization’s vision, mission, and values. c. Outline the basic planning process for the organization, and describes how the three levels of management influence this process. d. Explain why the quality, productivity, and profitability are important elements in the planning process. e. Evaluate the relationship between the human resource planning activities and the overall organizational strategy. f. Discuss the philosophy of management that will be applied to the management of the organization and how the structure of the organization will foster a positive work environment where employees will be motivated and productive. g. Compose the steps of control and types of controls included in the control process for the organization.  h. David Purdue, Reebox, Dollar General avid Perdue is a successful business leader with 40 years of real world business experience who helped grow some of America's most recognizable companies including Sara Lee, Haggar, and Reebok. As a Fortune 500 CEO, David led the impressive expansion of Dollar General, creating thousands of quality jobs and adding billions to the value of the company. While working his way to the top of the business world, he gained a firsthand understanding of the global economy and the impact government policies have on businesses. David has lived and worked in Europe, Asia and throughout the United States, but he always relied on the values he learned from his Middle Georgia upbringing. Perdue was born in Macon, Georgia and raised in Warner Robins, the son of two educators. His parents were both the first in their families to go to college. From an early age, David was taught the importance of a good education. His father eventually became the well-respected superintendent of Houston County Schools. David was expected to lead by example, which meant hard work in the classroom during the school year and hard work in the fields of family farms during the summer months. One of his first jobs was in a Head Start program where he saw firsthand how important early learning is to ultimate success in school. At Georgia Tech, David earned a degree in Industrial Engineering.

1. Running head: Operational Plan
Operational Plan
Crystal M JacksonAshford UniversityThe Functions of Modern
Management (MOB1415B)
Instructor: Dr. Alan Swank
Week 6
Operational Plan
Develop an operational plan for an organization of your choice.
Create a fictional organization that includes the name, type of
business, size of organization, and the product or service that
the organization offers. The paper must be between 10-12 pages
in length and include five scholarly sources, in addition to the
text. Your paper must:
a. Develop an organizational chart for the proposed
organization.
a. Include the title of positions and a brief description of the
positions’ duties and responsibilities.
b. Figure 7.7 in Chapter 7 of the text provides an example of
how to develop the organizational chart.
b. Define the organization’s vision, mission, and values.
c. Outline the basic planning process for the organization, and

2. describes how the three levels of management influence this
process.
d. Explain why the quality, productivity, and profitability are
important elements in the planning process.
e. Evaluate the relationship between the human resource
planning activities and the overall organizational strategy.
f. Discuss the philosophy of management that will be applied to
the management of the organization and how the structure of the
organization will foster a positive work environment where
employees will be motivated and productive.
g. Compose the steps of control and types of controls included
in the control process for the organization.
h. David Purdue, Reebox, Dollar General
avid Perdue is a successful business leader with 40 years of real
world business experience who helped grow some of America's
most recognizable companies including Sara Lee, Haggar, and
Reebok. As a Fortune 500 CEO, David led the impressive
expansion of Dollar General, creating thousands of quality jobs
and adding billions to the value of the company.
While working his way to the top of the business world, he
gained a firsthand understanding of the global economy and the
impact government policies have on businesses. David has lived
and worked in Europe, Asia and throughout the United States,
but he always relied on the values he learned from his Middle
Georgia upbringing.
Perdue was born in Macon, Georgia and raised in Warner
Robins, the son of two educators. His parents were both the first
in their families to go to college. From an early age, David was
taught the importance of a good education. His father eventually

3. became the well-respected superintendent of Houston County
Schools.
David was expected to lead by example, which meant hard work
in the classroom during the school year and hard work in the
fields of family farms during the summer months. One of his
first jobs was in a Head Start program where he saw firsthand
how important early learning is to ultimate success in school.
At Georgia Tech, David earned a degree in Industrial
Engineering while working warehouse and construction jobs.
After graduating, he married Bonnie, whom he had met in the
first grade and they have been married for 41 years. Perdue
worked fulltime with Kurt Salmon Associates while enrolled in
graduate school and Bonnie taught school in Gwinnett County.
David earned his second degree from Tech, a master's in
Operations Research. After completing his academic work at
Tech, Perdue began a professional career that took him around
the globe and to the helm of major corporations.
As a Principal of Kurt Salmon Associates, a management
consulting firm, David helped dozens of companies improve
their products and expand operations. He quickly learned that
his best ideas came from working on the factory floor and
talking with employees.
This personal, hands-on approach was more effective than
anything Perdue learned from a textbook. He developed a deep
understanding of manufacturing, a genuine connection with co-
workers, and the ability to utilize those strengths anywhere in
the world.
Ultimately, Perdue served as an executive for leading
international companies. He accepted tough business challenges
from Singapore, Hong Kong, and Paris to Dallas, Boston, and

4. Nashville. As Senior Vice President of Asia Operations for Sara
Lee, Perdue established the company's first Asia headquarters.
As President and CEO of the Reebok brand, he was credited
with revitalizing the athletic brand. And as Chairman and CEO
of Dollar General, he oversaw the company's expansion from
5,900 to 8,500 stores nationwide creating thousands of quality
jobs. While at Dollar General, he became heavily involved in
literacy and served as Chairman of the National Commission on
Literacy and Workforce Development.
David has proven himself in international business and has
happily settled back in his home state of Georgia. He currently
sits on the Board of Directors of five major corporations and is
active in Perdue Partners, a Georgia-based global trading
company that he co-founded.
Perdue recently served as an appointee to the Georgia Ports
Authority and is a Trustee and Treasurer of the Georgia Tech
Foundation. David and Bonnie have two sons and two
grandsons. The couple attends Wesley United Methodist Church
in St. Simons.
https://perduesenate.com/meet-david.html
Charter, founded in 1993, created a customer service-oriented
company that has grown and evolved on many levels over the
past two decades. Charter's growth was achieved through
acquisitions of cable properties and the subsequent increase of
customers in those communities, as well as development and
launch of new products and services. Charter became a publicly-
traded company on NASDAQ in 1999 and has been a Fortune
500 company since 2001.
A leading broadband communications company and the fourth-
largest cable operator in the United States, Charter today

5. employs more than 21,000 and provides services to more than
5.7 million customers in 29 states. Headquartered in Stamford,
CT, the company is focused on integrating the highest-quality
service with clearly superior entertainment and communications
products. Over the years, billions have been invested in the
communities Charter serves through infrastructure upgrades to
deliver video, high-speed Internet and phone service to homes
and businesses.
Because Charter is part of each community we serve, we have
always been dedicated to invest in strengthening our
communities with financial and human resources. We have
developed programs and initiatives that make a difference. In
the coming months, we will begin engaging communities to
enable some exciting things happen.
"Our 2013 results show the early success of our strategies to
drive accelerated customer growth. We now deliver a
competitive, highly valuable suite of products and services to
our customers, and we are beginning to execute at a high level,
evidenced by improving trends through the year," said Tom
Rutledge, President and CEO of Charter Communications.
https://www.charter.com/browse/content/about-charter
Managerial planning is an important part of being an effective
leader. There are three types of mission-based plans: strategic,
tactical and operational. The three types of managerial
planning as outlined in our text by Plunket, W., Allen, G., &
Attner, R., (2013) are strategic, tactical, and operational.
Strategic plans establish the steps by which an organization
achieves its strategic objectives. They are concerned with the
entire organization’s direction and the primary responsibility of
top management. Tactical plans focuses on what must be done
and are generally short-lived.
According to Plunkett and Allen (2013) seven steps in the
planning process: (1) Setting Objectives, (2) Analyzing and

6. Evaluating the Environments, (3) Identifying the Alternatives,
(4) Evaluating the Alternatives, (5) Selecting the Best
Solution
, (6) Implementing the Plan, and (7) Controlling and Evaluating
the Results. The seven steps in the planning process are only
the beginning. The personal attributes of the manager also
influence decision making. In 2010, I transferred with my
current employer from Texas to Georgia. Sometime in 2009,
the organization made a push for technicians to communicate
via task messages much like texting the to and from dispatch.
The dispatchers immediately started using the software to send
and receive messages from technicians. We still received calls
in which we helped the technicians but reminded them to text
and not call. Within weeks our call volume decrease and there
was a noticeable calming on the dispatch floor.
The organizational objective with regard to task messaging had
been communicated to managers nationwide. However when I
relocated to Georgia almost a year later, I noticed that they
were not using the task messaging part of the workforce
software. The call volume averaged in the hundreds and
technicians were on hold for hours at a time. The Dispatch
floor is generally a fast-paced with high turnover but this was
outrageous. Sometimes the volume of calls holding would

7. reach over 1000 and management would "dump the que" release
all the calls and start over. During my first year a young
vibrant dispatch supervisor died a sudden death undoubtedly
due to occupational stress. Just the year prior in the
organization had filed bankruptcy after losing over a million
customers.
Front line managers execute operational planned activities
daily, weekly, and monthly (Plunkett, Allen, and Attner, 2013).
These plans should be made by the people who will be
implementing them. On several occasions I went to my
supervisor, manager and to the dispatch department director
stressing the importance of utilizing task messages to reduce
call volume. I reported how effective it was to have the
technicians send task messages using their PDA. The
technology had rolled out to all regions in the nationwide
organization however the management in the AL/GA region was
so ineffective that no one was listening. The dispatchers
complained that they were too busy taking calls to answer the
messages. And the technicians refused to send the messages
because they were not being answered. Management was at a
standstill. Management finally came up with a tactical plans to
make task messages the responsibility of one person, not in the
dispatch department. The technicians started to get a feel of
what it was like to actually get a timely response and began

8. sending more messages. On the weekends, or when the one
person was out, management assigned the task to an alternative
or back-up in dispatch. As with many tactical plans that focus
on what must be done, this plan was short-lived. Gradually
dispatch owned the responsibility of task messages.
In addition to personal attributes, environmental factors also
influence decision making in the strategic planning process and
impact the quality-productivity-profitability link. I'm originally
from New York so I was excited about relocating to Georgia
and being back on the East Coast. What I found is that the way
of doing business in the two regions were light years away from
each other. In Texas, when the Supervisor gave an instruction,
it was implemented without question. Employees got along
very well and my only problem was that the office was too
much of a family environment in that they were workplace
relationships and many of the dispatchers were related to the
technicians by blood or marriage.
While I was awarded a Charter Achievement Award in 2011 for
being instrumental in the implementation of task messaging in
Georgia. Organizational plans should be made by the people
who will be implementing them. Due to the personal attributes
of the manager what took a few days to accomplish in Texas,
took years to implement in the AL/GA regions.

9. References
Dongil (Don) Jung, & Sosik, J. J. (2006). Who are the
spellbinders? identifying personal attributes of charismatic
leaders. Journal of Leadership & Organizational Studies, 12(4),
12-26. Retrieved from
http://search.proquest.com/docview/203133234?accountid=3252
1
Plunkett, W. R., Allen, G. S., & Attner, R.F (2013).
Management: Meeting and exceeding customer expectations
(10th ed.). Mason, OH : South-Western Cengage Learning.
Reilly, Baack and Minnick (2011). The Five Functions Of
Effective Management. Bridgepoint Education Incorporated.
Swanson, V., & Power, K. (2001). Employees' perceptions of
organizational restructuring: the role of social support. Work &
Stress, 15(2), 161-178. doi:10.1080/02678370110066995
Meet David Perdue. (n.d.). David Perdue for U.S. Senate.
Retrieved April 28, 2014, from https://perduesenate.com/meet-
david.html