Phillip February 28, 2024 No Comments

BUS FPX 3011 Assessment 2 Planning and Organization

BUS FPX 3011 Assessment 2 Planning and Organization Name Capella university BUS-FPX3011 Fundamentals of Management Prof. Name Date   Introduction Mary Atha, CEO of Atha Corporation, has communicated a new corporate goal to all department managers: to double the previous year’s $5 million in sales. With strategic planning and execution within the sales and marketing team, achieving this goal is plausible. Over the next three months, restructuring and enhancing the sales and marketing department will be prioritized to align with this objective. Characteristics and Behaviors of Effective Managers As the leader, attention will be directed towards various areas, including hiring processes, equipment upgrades, employee performance, corporate policies, job satisfaction, and technological advancements. Open communication, efficient time management, delegation, and fostering confidence among team members will be pivotal for success. Collaboration and individual accountability will be encouraged to ensure collective efforts towards reaching the corporate goal. Strategic Departmental Goals and Support Activities The primary objective is to increase non-management staff to streamline operations and boost morale. Hiring new personnel will alleviate workload, infuse fresh perspectives, and enhance productivity. Concurrently, policies addressing job satisfaction concerns such as goal clarity, communication transparency, and equitable treatment will be implemented. Additionally, setting departmental goals, providing relevant training, and incorporating feedback mechanisms from employees and customers will be instrumental in refining operations and ensuring alignment with organizational objectives. Timeline Within the first two weeks, new staff members will be recruited, and training will commence, aiming for completion within the initial 30 days. Policy implementation will coincide with the onboarding process. By the end of the first 60 days, a comprehensive plan will be in effect, with progress towards specified goals underway. Tangible improvements are anticipated within the first 90 days. Reorganization Temporary challenges stemming from employee dissatisfaction and underperformance may arise. Effective communication and engagement strategies within the sales and marketing departments are crucial for sustaining customer relationships and achieving desired outcomes. As job dissatisfaction can impede productivity and morale, addressing these concerns is paramount. By fostering a supportive and collaborative environment, the team can overcome obstacles and emerge stronger, ultimately contributing to organizational success. Reference BambooHR. (2023). The Impact of Job Dissatisfaction on Your Business. BUS FPX 3011 Assessment 2 Planning and Organization

Phillip February 28, 2024 No Comments

BUS FPX 3011 Assessment 1 Managing a Specific Event or Project

BUS FPX 3011 Assessment 1 Managing a Specific Event or Project Name Capella university BUS-FPX3011 Fundamentals of Management Prof. Name Date   Management of an Event or a Project As a landscape business owner, managing specific events and projects is a constant responsibility. Recently, we oversaw a significant HOA project involving extensive planning, organizing, and execution, including construction and reconstruction of flowerbeds within the entire HOA perimeters. Throughout planning and execution, the project’s goals remained paramount, guiding our actions to align with the company’s objectives. In landscaping, initial meetings with prospective customers are crucial. These meetings provide insights into clients’ preferences, lifestyles, and aspirations for their outdoor spaces. Understanding their vision enables us to offer tailored recommendations to meet both aesthetic and functional needs. Following these consultations, discussions about design approaches, material selections, and subcontracting strategies occur, ensuring alignment with client expectations. The planning stage involves thorough site assessments to accurately estimate project requirements and costs. Detailed discussions with clients about design elements and logistical considerations further refine the project scope. Once agreements are finalized, contracts outlining work specifics, payment terms, and project timelines are drafted for clarity and accountability. During construction, close communication with clients ensures project alignment with expectations. Regular updates and feedback exchanges facilitate a smooth process and prompt resolution of any issues. Upon project completion, final inspections and invoicing are conducted, concluding the project while maintaining client satisfaction. Analyzing Management Approach Effective management involves strategic planning, organizational structuring, leadership, and control. Environmental scanning and forecasting are integral to the planning process, enabling informed decision-making and goal setting. Organizational design and job allocation optimize resource utilization, ensuring alignment with company objectives. Effective leadership motivates teams to achieve organizational goals, drawing on behavioral science principles to inspire and engage employees. Control mechanisms, such as performance evaluation and adjustment, ensure adherence to standards and continuous improvement. Characteristics of an Effective Manager Successful management relies on team caliber and operational efficiency. Establishing robust systems and setting clear goals optimize team performance and resource allocation. Effective communication and training foster employee development and accountability, enhancing overall productivity. References Bateman, T., & Konopaske, R. (2015). Principles of Management (15th ed.). Delano, D. (2021, October 1). Your Guide To Management Jobs In The Landscape Industry. Retrieved from https://www.levelgreenlandscaping.com/about/culture-landscaping-careers/your-guideto-management-jobs-in-the-landscape-industry Moore, J. (2019). 7 Character traits required to be an Amazing Landscape Crew leader. Retrieved from https://www.grassperson.com/culture-blog/character-traits-required-landscape-crewleader Wpfx. (2021). 5 mistakes to avoid when running a successful landscape business. MacAllister Rentals. Retrieved from https://www.macallisterrentals.com/5-mistakes-avoid-running-successfullandscape-business/ BUS FPX 3011 Assessment 1 Managing a Specific Event or Project

Phillip February 27, 2024 No Comments

BUS FPX 3011 Assessment 3 Leading and Managing

BUS FPX 3011 Assessment 3 Leading and Managing Name Capella university BUS-FPX3011 Fundamentals of Management Prof. Name Date   Leading and Managing Managers and leaders are often considered to be the same. When thought of, the roles are considered forms of motivation and action together; however, a manager and leader exhibit one of those two concepts. Managers are defined as being responsible for controlling or administering all or parts of a company, organization, or company. A leader is defined as commanding a group or an organization (Dictionary.com, 2020). The difference between managers and leaders is that leaders have people follow them and managers have people work for them. In order to be considered successful, a person should display qualities from both areas. Leader Characteristics Managers and leaders have different skills that assist in defining which of the two concepts one belongs to. A leader’s skill is to create value, generate creativity, inspire, and motivate innovation (Johnson, 2009). These skills give people the notion to follow the leader. A good leader shows all if not more of these types of skills. A leader does not have people following them because it is required; people follow good leaders by choice. A leader will earn their authority by their own skills, knowledge, and abilities. When determining when to be a leader or a manager, think of what is trying to be accomplished. An example of a leader needed situation may be a group project or goal that needs to be accomplished; a leader will inspire the group to achieve the goals and to put an efficient amount of work into the project. The leader would help inspire the team to work together and voluntarily achieve goals. Inspiring action and motivation can come from anyone. Leader Attributes A leader does not have to be in a position of authority and can range from all aspects of life (Brown, 2010). When thinking of a leader, think of a sports team, its captain, and coach. The captain and coach have different roles; the coach manages the team, positions players, and works out the plays for the game. The captain, on the other end, leads the team with their abilities and work ethic. He motivates the team to work together and reach for the goals of the coach. This is what all leaders do in any situation. The leader leads by example and can get everyone on the same page. The leader in this example is displaying all four leadership styles. The four styles are leading: by doing, by team, by inspiring, and by empowering (Cassie &, 2011). The four main words explain how each style works. The leader, aka captain, is doing the same tasks as the team and pushing the team mindset, inspiring the other players to strengthen their abilities, and empowering the team to achieve a goal through their personal skills. This is the difference between a leader compared to a manager. Manager Characteristics When the word manager is heard, it connects to the boss/employee relationship. This relationship is unauthentic as it is a required relationship (Johnson, 2009). Employees work for the managers but do not follow the manager. A manager is responsible for planning, directing, and overseeing the tasks of their employees and attempting to meet quotas and deadlines (Allman, 2009). Managers are necessary to businesses; unlike the leader role, a manager does not need to inspire work, a manager has the authority to expect and ask for work to be completed. A good manager is planful, sets objectives, and follows through on duties and expectations (Schalm, 2009). A good manager thinks ahead and considers all aspects of impacted parties related to their position, this includes customers, competitors, above leaders, and subordinate employees (Millett, 2012). Managers Analyzed A situation to consider would be a department reconstruction. A manager must ensure that positions are covered and staffed, and all related duties to complete reconstruction have been performed. They must also research data that may be important to the reconstruction. This is a tangible task that must be completed, and a leadership style would not fit this type of situation. There are times where tasks outweigh employee motivation. A manager is responsible for ensuring the objectives, duties, and goals are being actively worked on. The good manager plans and orchestrates the employee tasks and follows up on productivity. The manager is essentially providing direction and delegation to the employees that work beneath the manager and provides a consistent productive environment for the employees. Both leaders and managers are expected to accomplish goals. The way each role achieves this is based on the role. Their differences cover the scope of how to deal with people. At different times each role becomes important, sometimes inspiration is needed versus delegation and vice versa. An individual that contains some of both characteristics and attributes is more effective and efficient in achieving objectives. The ability to lead, grows and produces creative and innovative ideas. The ability manager allows for completion of tasks and duties. The two both achieve goals but at different spectrums by either inspiring or guaranteeing. References Allman, S. (2009, October). Leadership vs. management. Successful Meetings, 11, 12. Brown, J. (2010, January). Leadership vs. management. Supply House Times , 52(11), 118-121. Cassie, P., &. (2011, January). Leadership styles: A powerful model. Training Journal, 46-51. Dictionary.com. (2020). Dictionary.com. Retrieved from Dictionary.com: https://www.dictionary.com/ Johnson, R. (2009, June). Are managers leaders or are leaders managers? Supply House Times , 52(4), 66-67. Millett, S. (2012, September). Thought leader: Why managers must be futurists. New Zealand Management, 21. Schalm, R. (2009, December). We need fewer leaders, better managers. Canadian HR Reporter, 22(22), 35.

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