Leader Versus Manager Essay Examples
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Purpose and Goals
The purpose of the business is to reap a profit by merging the sales of ski equipment with the services of a deli in a way that has never been done before. The staff of the Deli will remain true to their own business, but they will be educated about the ski store too. Similarly, the staff of the ski store will remain true to their own business while knowing the basics about the deli. Both the deli and the ski store will have equal standing in the company.
The customers the business will cater to are mostly tourists or vacationers. Therefore, the purpose of the business is to meet the needs of the tourists visiting the city. The business will have to transform itself into something that represents the culture of Chicago. This not only means that the ski business will have to sell products that caters to the kind of snow that one sees in Chicago but also the setup of the store must be true to the state as well. When it comes to the deli, the business will put the most famous dishes of Chicago on the menu. The customers will be able to taste the true flavors or the state on the palette. Moreover, the deli must look like it belongs in Chicago as well.
The firm will:
Sell ski equipment to suit the needs of a person skiing in Chicago.
Sell food that reflects the true flavors of Chicago.
Vision and Mission Statement
The vision of the business is to merge the excitement of skiing with the experience of fine dining by using the very best Chicago has to offer. The firm strongly believes that they were placed on the face of this Earth to start a trend of firsts and to become an innovator when it comes to the kind of businesses one can merge together. The firm believes that it is not only possible to run a sports and food business side by side, but it is possible to do so profitably. Therefore, the firm believes that if the two kinds of businesses can work together, there is a future where culture will bring together other forms of businesses as well. No matter where the firm goes or what it touches, the aim will always be to turn it into gold – not just by making money out of it but by starting something that has never been thought of previously. The vision is to put into action what the firm believes customers will want tomorrow. In short, the vision is to be everything to the Chicago tourism industry and the people involved in it.
Mission statement: To turn everything we touch into gold.
The organization structure of the business will be laissez-faire for the deli and democratic for the ski business. The deli will be completely under the supervision of George Atkins, the former owner of the business. He will be briefed about the broader goals of the business and what the management hopes to achieve by merging the deli business into the ski business. Thereafter, George Atkins will interview, pick and train an individual he believes will prove to be a worthy successor to his legacy.
The President of the organization will be Joseph Dunn, who will oversee the operations of both the ski store and the deli. He will have direct control over the two Vice Presidents and indirect control over department managers and the employees. Dunn will collaborate with the Vice Presidents about the long-term goals of the business.
The firm will have two Vice Presidents. Each of the Vice Presidents will look over the day to day and the managerial running of the ski store and the deli each. The Vice President of the deli will be George Atkins. The will remain the VP of the deli until he retires after which his position will be taken over by a person (either from within the deli or without) that he has personally picked and trained. The VPs will collaborate with each other on what the medium-term and the short-term goals for their respective businesses need to be. They will do so in accordance with the long-term goals of the business, the mission statement, and the vision. Each of the VPs will have direct control over three managers whom each runs a separate department in the deli. The VPs will collaborate with the managers about the day-to-day running of their businesses.
The ski shop’s three managers will be responsible for stock, sales and a general department respectively. The stock manager will ensure that the ski store is fully equipped at all times. It must be quickly refilled if a shortage arises. The sales manager is responsible for customer services and to keep a record of the demand for each product. The sales manager will need to keep track of the latest trends to be seen in the customers and the demand which they tend to have. The general manager will be responsible for all else, including the cleanliness of the store. The stock manager will have three employees under him; the sales manager will have five, and the general manager will be responsible for two individuals.
The deli’s three managers will consist of a head chef, a head waiter, and a general manager. The head chef is responsible for everything that goes on in the kitchen – the ingredients that are needed, the dishes that are prepared and the cleanliness of the kitchen. The head waiter will keep a track of sales while making sure the customers and fully satisfied with the services being offered. HE will also anticipate what the customers want to taste in the deli. The general manager is responsible for all else. The head chef will have five people working under him, the waiter will have five people too and the general manager will have three.
The culture of the organization will be based on collaboration and sharing. The managers will report to the VPs what they believe are the customers’ expectations and their demands for the future. Brainstorming sessions will be very common with meetings frequently happening, at least once each week. In the span of the week, there will be meetings taking place between the managers and their employees, the managers amongst each other and a meeting with the managers and the VPs. The managers will get the feedback from their employees and discuss what it implies amongst themselves. The conclusions they draw must then be shared with the VPs along with the reasons why they believe what they do. The VPs will then hold a meeting amongst themselves about the conclusions and come up with suggestions and recommendations for the future of the company. These recommendations will then be shared with the President in a meeting with him. The president will decide the decisive course of action after collaborating with the VPs.
I believe the plan has all the needed liability for change and to see change coming before it happens. Every single decision taken within the organization will depend on daily feedback gathered from the customers themselves. The feedback will not simply be things that have been asked from them, but also things that have been observed in their behavior while they were in the vicinity of the business. The decisions do not only include the customers but the employees as well as what they suggest is being taken into account every step of the way. By creating a culture of openness with the seniors, it is being made sure that everything is taken into account. If there are still problems that may ensure, the organization intends to put in place an anonymous box where employees can post in their complaints without having to name themselves.
S. Goodman, W. Ladzani, B. Bates, C. de Vries, S. Botha, (2005). Fresh Perspectives: Business Management. 1st ed. Cape Town: Pearson.
Dan Steinhoff, John F. Burgess, (2007). Small Business Management Fundamentals. 1st ed. New Delhi: Tata MacGraw-Hill.
HannieBadenhorst-Weiss, Tersia Brevis, Mike Cant, (2008). Business Management: A Contemporary Approach. 1st ed. Cape Town: Juta and Co. Ltd..
Robert E. Pfister, Patrick T. Tierney, (2008). Recreation, Event, and Tourism Businesses: Start-up and Sustainable Operations. 1st ed. Australia: Human Kinetics. Copyright. .
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