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Assignment: Strategic Business Planning (Part 1)
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Home>Human Resource Management homework help>Assignment: Strategic Business Planning (Part 1)
(ministrypass)
Tennessee Strong-Box Charter
Purpose & Success:
The purpose of this team is to create the projects assigned throughout the course. The team will work together virtually, to create and design a virtual business, and the supporting assets and documentation. This document is important to set the expectations of all team members, and the acceptable outcome of this and future projects.
Mission Statement: Our mission at Tennessee Strong-Box is sharing our love of trying new things and adventure. You have got this one life; live it!
Value Statements:
Genuineness : Real people, real products, and real new experiences.
Quality : Everything We Do, We Do Well.
Have FUN : So many boxes to choose from in the world, but ours is the most fun!
Team Philosophy:
We strive to put our customers first and provide them with quality, adventurous, and fun products. Cant isnt part of our vocabulary.
CORE WORKING TEAM and Operations
Strategy Decision Making Process:
· Team Strategy meeting – Meeting is held upon the kick-off of each week throughout the term. Team members required include: Rafael, Jonathan, Michael, and Stepahnie.
· The delivery of this meeting is contained within this document and will outline the progress and planning of goals and methods used to achieve them throughout each week.
Decisions that Project Responsibilities:
· Core team members would need to be involved in all decisions of this magnitude.
Minor Decisions:
· Copying the team on an email is encouraged whenever the team can benefit from being included in a discussion or minor decision related to the project.
Operating Norms:
· Team to attend weekly seminar
· Team to attend meeting after weekly seminar
· Agendas will be established based upon project scope
· Team progress will be tracked through meeting reviews
Metrics :
· Deliver projects by Monday night at the latest, which will give the team ample time to review before submission.
Manual:
Our goal as a business is to ensure that we satisfy our clients needs from our products and even in how we provide customer care. There is a team of four managers to manage the online retail store. Their duties range from the CEO, accounting, technology and marketing, and operations. Although there is no physical store to work, the virtual team needs to act and behave like they would in a standard business setting.
Every team member is to set a personal sales goal for each month and write down their plans to achieve the goals. At the end of each business week, there will be meetings held for each employee to attend. The conference will consist of goals to meet and improvements to reach target sales. The image of the business is highly dependent on how our employees provide customer care. Employees need to maintain respectful attitudes, be polite, and ensure every client is heard and helped.
Attendance can be a problem, especially for virtual teams. Therefore, the operations manager will be ensuring that each member is present during working hours (Schooley, 2020). If employees have unauthorized absences after the seventh call-off, there will be a verbal warning, possibly leading to termination.
The virtual team will need to work together with the businesss goals. Employees should encourage each other to take up tasks to complete together after with an agreed shared language of communication (Watkins,2013). In case of any conflict, the employee needs to report to the team leader, then report it to upper-management if the issue needs further resolution. In case the team leader solves within the team, members should come together, address the problem, and find a solution to the problem.
The companys values and practices are to be followed and should not be lost (Curlee & Gordon, 2004). All employees will sign that they understand the companys expectations and have a copy. Virtual team members who do not comply with the company rules will be warned of the behavior and written up as needed, possibly resulting in termination.
Team Background:
Jonathan:
Strengths
Weaknesses
Great in Crisis
Stubborn
Relaxed
Insensitive
Spontaneous but Rational
Stubborn
Optimistic and Energetic
Reserved
Professional Biography:
Jonathan Eyerman is an entrepreneur & businessman who works with technology companies to rethink how they access data. Jonathan believes that data connectivity should be accessible by everyone. Jonathan has supported the Detroit Internet Exchange and landed large contracts with some of the world’s largest organizations. As a Network Professional, Jonathan is a certified in Cisco, has been awarded an inspiring excellence award, and is professionally trained in sales. He also has been nominated to Crains 40 under 40. Jonathan is about to complete a Bachelor’s of Science in Business Administration from Purdue University Global.
Ethics & Decision Making:
Jonathan is driven by making wise ethical decisions, which require a well-rounded understanding and empathy for others. Having loose ground rules for making an ethical decision is essential. He roughly follows a mixed framework for consequentialism and non-consequentialism.
Rafael:
Strengths
Weaknesses
Leadership Skills
Avoidant
Patient
Prefers Time to Make Decisions
Empathetic
Non Deligator
Handles Stress Well
Private
Professional Biography:
Rafael has 19 years of military service and works in the training department for the Recruiting Command. His team is responsible for the training of recruiters in six different states. For three years, he managed a successful recruiting center covering nearly 600 square miles. Previous experience includes ten years of cabling and fiber installation in the United States and overseas. Rafael is scheduled to complete his Bachelor of Science in Business Administration in March 2021.
Ethics & Decision Making:
Rafael believes in doing the right thing and treating everyone with respect. This includes making the decisions as if circumstances were reversed, and Im the person affected by the decision. When available, he takes time to make decisions and avoids impulsive decisions.
Stephanie
Strengths
Weaknesses
Energetic
Non Empathetic
Assertive
Perfectionism
Integrity
Easily Stressed
Outgoing
Professional Biography:
Works for BNSF Railway as an Intermodal Equipment Operator. This requires driving and operating of heavy equipment such as hostler trucks, side loaders and overhead cranes. Before working for BNSF, I worked in retail, and served in the Army National Guard as a truck driver. I accomplished one tour in Iraq. Time served in the military was 4 years 2007-2011. Accomplishments to come is a Bachelors of Science in Business Administration with a focus in Human Resources from Purdue University Global.
Ethics and Decision Making:
Stephanie’s strengths include assertiveness, high energy, being outgoing, having high standards for self and others, good at separating facts from emotions, and effective at applying tried and tested methods. It is essential to her to hear others’ viewpoints, downfalls can be difficult, accommodating others emotional needs, deal with unexpected changes, being prone to perfectionism, and feel stressed.
Michael:
Strengths
Weaknesses
Empathetic
Inflexibility
Physically Driven
Prefers to Work Alone
Mentoring
Competitive
Planner/Organizer
Very Direct
Professional Biography:
There is very little that Michael has not done or tried in my lifetime, Michael has traveled the world as well as served 23 month stationed in Fallujah and Ramadi Iraq. He works well with my hands, is very organized, and learns quickly. Right now he works with veterans in crisis, whether that means they are having issues with their mental health or housing, etc. He is there to help them navigate the issues surrounding the VA and the programs that are out there for us.
Ethics and Decision Making:
Michael is a very ethical person and views everything and everyone as equal until he is given a reason not to. He is a firm believer in loyalty, respect, and honesty. Michael is a decisive person and is able to think quickly in most every situation. Whether it be at war or in the home.
SUPPORTING RESOURCES
Professor Blake Escudier
To help answer any questions to support the completion of this project.
ORGANIZATIONAL STRUCTURE
· Chief Executive Officer (CEO) – Jonathan – Delegation of full authority – Determine, implement, and execute – Talk to shareholders, government entities, public relations, sales.
· Chief Financial Officer (CFO) – Rafael – Manage budgets, accounts payables, receivables, taxes, corporate filings, business planning and projects.
· Chief Technology Officer (CTO) – Michael – Handle technology for the business and the employees (Website, technology, promotions, etc), marketing.
· Chief Operating Officer (COO) – Stephanie – Take care of the operations of the business and the employees.
· Managers
· Employees
TECHNOLOGY PLAN
Per our discussion on 1/9 the technology plan of communication, organization and execution of the team-based projects are as follows:
Wednesday @ 2200 hrs EST/ 1900 hrs PST is the 1st zoom meeting of each week for team projects.
Follow up meetings will resume on Saturdays @ 1800 hrs EST/ 1500 hrs PST.
Meetings have been decided through a Zoom conference call. Any communication needed between will be through email or group text.
Policies & procedures is to make sure all platforms are available to each team member. Each member should be accountable to themselves to make meetings on-time and keep each other in communication should anything need revised. Google documents are to post and share all work done, and available to revising by other teammates.
STAKEHOLDERS
Role Name
Role Perspective
Jonathan Eyerman
Member, Editor
Rafael Stewart
Member
Stephanie Gillmer
Member
Michael Nuemiller
Member, Editor, Liaison
STAKEHOLDER AVAILABILITY
Meeting Days:
Thursday and Saturday
Research and Production:
Inserted Days
Review Periods:
Every Monday
Deadlines:
Work completion by Tuesday at 6:00 PM EST
Work Schedules:
Schedule / Meeting Times:
Jonathan
Available – Monday – Friday, anytime after 7:30 PM EST
Available – Saturday – Sunday, anytime after 9:00 AM EST
Rafael
Unavailable – Monday – Friday 8 AM – 5 PM EST
Available – Saturday – Sunday – anytime after 8 AM EST
Stephanie
Unavailable – Tuesday – Friday 10 PM – 8 AM PST
Available – Tuesday – Friday after 3 PM PST as well as Open for Saturday, Sunday, Monday
Michael
Unavailable – Monday – Wednesday -8 AM – 12 PM CST
Unavailable – Monday – Wednesday -1 PM – 5:30 PM CST
Unavailable – Thursday – Friday – 8 AM – 5 PM CST
Available – Saturday – Sunday: Afternoons and Evenings
CODE OF CONDUCT
Tennessee Strong-Box Guidelines & Code of Conduct
Company policy and purpose of the code of conduct: Tennessee Strong-Box goal is to provide great customer care and satisfy their needs with our products. The online company consists of three senior level managers (CFO, CTO, COO) under the CEO. This code of conduct ensures every employee is familiar with the standard that Tennessee Strong-Box represents, and our reputation that we stand on. Every team member is to set a personal sales goal for each month and write down their plans to achieve the goals. At the end of each business week, there will be meetings held for each employee to attend. The conference will consist of goals to meet and improvements to reach target sales.
Dress code: There is no dress official dress code due to being an online company. When meeting with partners, potential partners, and customers, employees will dress in business casual attire.
Technology use and security in the workplace: Employees are expected to use the tablets and company cell phones to conduct business. There is no limitation on having personal cell phones at work due.
Expectations of company culture and behavior in the workplace: This section includes all expectations related to appropriate behavior at work and the organizations ideal company culture. This may include punctuality, attendance, employee interactions and other behaviors that directly impact a companys culture.] Employees need to maintain respectful attitudes, be polite, and ensure every client is heard and helped. Attendance can be a problem, especially for virtual teams. Therefore, the operations manager will be ensuring that each member is present during working hours (Schooley, 2020). The virtual team will need to work together with the businesss goals. Employees should encourage each other to take up tasks to complete together after with an agreed shared language of communication (Watkins, 2013). In case of any conflict, the employee needs to report to the team leader, and then report it to upper-management if the issue needs further resolution. In case the team leader solves within the team, members should come together, address the problem, and find a solution to the problem. The companys values and practices are to be followed and should not be lost (Curlee & Gordon, 2004). All employees will sign that they understand the companys expectations and have a copy.
Harassment and discrimination: No form of harassment or discrimination will be tolerated. With such a small staff, the COO will address any issues in the Operations department.
Disciplinary actions: Virtual team members who do not comply with the company rules will be warned of their behavior. This may also result in a written notification as needed, possibly resulting in termination.
MEETING MINUTES
Meeting Date:
01/09/2021
Present :
All members were present
Absent :
No members were absent
Agenda :
Discuss the discussion board
Review the assignment
Discuss teamwork, and who would be responsible for each segment
Assign roles and responsibilities
Set two meeting times for the remainder of the term
Business From Previous Meeting::
None
Meeting Platform:
Zoom
Additions To The Agenda:
No additional items were added
Adjournment :
Group adjournment at 6:34 PM EST
Minutes Submitted By:
Jonathan Eyerman
Meeting Date:
01/14/2021
Present :
All members were present
Absent :
No members were absent
Agenda :
Discuss Business/Product Selection for the Plan:
· Online Retail
Select a location for our business – City/State
· Nashville, Tennessee
Select Philosophy:
Peer Evaluation – Saturday?
Business Size: ?
Organizational Structure & Professional Titles:
· CEO – Jon – Delegation of full authority – Determine, implement, and execute – Talk to shareholders, government entities, public relations, sales
· CFO – Rafael – Manage budgets, accounts payables, receivables, taxes, corporate filings, business planning and projects.
· CTO – Michael – Handle technology for the business and the employees (Website, technology, promotions, etc), marketing
Managers
· Employees
· COO – Stephanie – Take care of the operations of the business and the employees
Managers
· Employees
What are we going to sell?
· Monthly Subscription based offering.
· Mystery boxes from local (Support Small Business).
· Mens, womens, childrens themes, food themes, seasonal themes.
· Ideas of what could come in their box.
Saturday meeting: 6:00 PM EST
Michael to confirm submission by the group or each individual
Business From Previous Meeting::
None
Meeting Platform:
Zoom
Additions To The Agenda:
No additional items were added
Adjournment:
Group start at 9:50 PM EST
Group adjournment at 6:34 PM EST
Minutes Submitted By:
Jonathan Eyerman
Meeting Date:
01/16/2021
Present :
All members were present
Absent :
No members were absent
Agenda:
· Discuss Peer Evaluation
· Discuss potential business names that surround box ideas
· Discuss code of conduct and template
· Assign responsibilities and tasks
Saturday meeting: 6:00 PM EST
Michael to confirm submission by the group or each individual
Business From Previous Meeting::
Peer Evaluation Review
Meeting Platform:
Zoom
Additions To The Agenda:
No additional items were added
Adjournment :
Group start at 6:00 PM EST
Group adjournment at 6:50 PM EST
Minutes Submitted By:
Jonathan Eyerman
Misc Notes: www.inc.com -> Unit ¾
References:
Curlee, W., & Gordon, R. (2004). Leading through conflict in a virtual team. Retrieved from https://www.pmi.org/learning/library/leading-through-conflict-virtual-team-8209
Schooley, S. (2020). How to Set Clear Expectations for Your Employees – businessnewsdaily.com. Retrieved from https://www.businessnewsdaily.com/9451-clear-employee-expectations.html
Watkins, M. (2013). Making Virtual Teams Work: Ten Basic Principles. Retrieved from https://hbr.org/2013/06/making-virtual-teams-work-ten
Graphic: https://ministrypass.com/resource/whats-in-the-box/
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