Interactive Activity Section 1: MGT 421: 5.1 Learning Outcomes: Demonstra

Interactive Activity
Section 1:
MGT 421:

5.1 Learning Outcomes:
Demonstrate excellent thinking by applying a precision-oriented style to reports.
Design your reports to aid in decision making.
Project objectivity in reports

5.2 Action Required:
Study Chapter 13 from your textbook
A business plan is a formal written document containing the goals of a business, the methods for attaining those goals, and the time frame for the achievement of the goals.
5.3 Test your Knowledge (Question):
Suppose you are going to start a new business venture and you have to present /submit business plan to the investors. Prepare detailed business plan, which will convince investors to invest in your venture.
Answer:

Section 2
MGT 424:
3.1 Learning Outcomes:
Recognize the importance of quality management theory, principles, and practices
applied in businesses on national and international levels.
State the importance of standardization and quality standards.

3.2 Action Required: (Read)

Case: A Total Quality Business Model
Two young entrepreneurs, Rob and Diane, were contemplating an idea of developing a new type of take-out restaurant with limited dining facilities that would provide a wider variety of home-cooked cuisines than found in currently available businesses. In developing their business model, they realized that a TQ-focused management infrastructure would be vital to success. Here are some of the ideas they arrived at.
Customer Engagement
Rob and Diane realized that they must focus on the customers’ perceived quality of both the product and service. They believe they must provide unexpected value to their customers and go beyond customer expectations to create lifetime customers. As part of training, employees will focus on “moment of truths”—the many instances that a customer forms an impression of the company, either through its products or interactions with its employees. These moments include a friendly greeting to each customer on arrival, recognizing repeat customers, offering samples of different items, answering questions, serving the products, and a genuine thank-you on leaving. Another way to exceed expectations would be to accommodate any reasonable request. Employees would have the authority to do whatever it takes to satisfy the customer. When a complaint is raised, the employee should act immediately to solve to the problem, listen attentively to the customer, and apologize. No matter what, the customer should always be thanked for bringing the complaint to the staff’s attention.
To evaluate the customer’s experience, the company would require shift managers to be the first customer on each shift, starting from the parking lot to check its cleanliness. In addition, they would use technology to track service times and complaints, and “mystery shoppers” each month throughout the system. Every quarter, all regional store and shift managers would meet to discuss their experiences and seek improvements.

Leadership and Strategic Planning
The leadership system would consist of regional vice presidents responsible for all of the stores in a geographical area, regional managers in charge of about a dozen stores within a region, store managers responsible for the day-to-day operations, and shift managers to manage the employees on each shift. This “cascading” structure would allow communications to be disseminated rapidly throughout the company, both top-down and bottom-up. A manager training and development program would ensure that each level of manager obtained the necessary skills for their job responsibilities. This training would not only address the needs of entry-level managers, but also those who move up the career ladder in the firm into higher leadership positions.
The company’s vision would be simple: to be the consumer’s choice for all varieties of fresh convenience meals. The strategy would be based on product quality (variety, freshness, value) and outstanding customer service. Rob and Diane realized that every employee needed to understand the company strategy, which would be conveyed during the employee orientation and management training and development programs. Managers would be responsible for ensuring that all hourly employees focus on these two goals
through daily meetings, written quality check sheets that must be completed on every shift, and an employee stock-option program that would be tied to meeting these goals as well as profit targets.
Workforce Management
All managers would be trained in several positions in order to gain a solid understanding of the duties and requirements of all employees, to be able to cover certain positions if needed, to train hourly employees, and to gain credibility with them. The training program for a new manager would be designed to be somewhat self-directed. The manager trainee would be given a skill checklist that includes each skill he or she should learn. Experienced trainers would be available to answer any questions and assist the manager trainee with any difficulties. Trainees would be given short evaluative tests and feedback from the trainer. Before their first day of work, all hourly employees would attend an orientation session focused on making them feel welcome in their new work environment. The session would include a history of the company, mission, policies, and training procedures. To keep good people, the compensation program would need to be competitive in the industry. Managers would be required to visit local competitors to identify their compensation structure and compare them.
Job performance of all hourly employees would be reviewed periodically using performance appraisals by the store manager after the first 30, 90, and 180 days of employment, followed by annual appraisals. The appraisal would cover such topics as customer focus, quality of work, teamwork, and responsibility. It would also require the employee to identify future goals and objectives and plans for improving performance.
Process Management
All food production processes would be carefully documented so that all employees are aware of what specifications must be met, particularly those health and safety requirements that regulated temperature of food and proper storage. Managers would be responsible for taking periodic measurements and observations to ensure that all employees are following procedures. Managers would also be responsible for their relationships with food suppliers. Rob and Diane are thinking of identifying one large supplier for most of their food supplies.

Information and Knowledge Management
All key data and information, such as inventories, financial reports and projections, customer feedback, employee, and operational performance, would be collected and displayed in the kitchen area, so all employees can understand the results of their efforts. Information from all stores would be consolidated at corporate headquarters for evaluation and analysis.
3.3 Test your Knowledge (Question):
What advice might you give Rob and Diane about the management practices they are proposing within each element of the TQ infrastructure? What additional practices might you suggest?
How might viewing the organization at three levels of quality, including the strategic (senior leadership), tactical (middle management), and the operational levels help improve their business plan?

Answer:
Section 3
MGT 424:
4.1 Learning Outcomes:
Recognize the importance of quality management theory, principles, and practices
applied in businesses on national and international levels.
State the importance of standardization and quality standards.
4.2 Action Required: (Read)

Case: Is Quality Good Marketing or Is Good Marketing Quality
Quality is important to the employees of a Fortune 500 leisure furniture manufacturer and retailer. Franchise owners are required to operate their stores with a focus on high quality, knowing that their license may be revoked if the corporation judges their quality to be inadequate. Franchise owners recognize that commitment to quality begins with management and filters down to all areas of the business. Managers believe that if they cut corners, their employees are likely to do the same. They emphasize that things should be done correctly the first time and that there is always something that can be improved. They are never totally satisfied with the present level of quality. This commitment to the pursuit of excellence is passed down to every employee. The franchisor’s quality motto is “Excellence and quality are not destinations; they are journeys.” maker.
Quality efforts are made in all areas of the business in an attempt to achieve “Zero Unsatisfied Customers.” The first thing a customer notices at each franchise store is its “curb appeal.” The parking lot is kept clean. An attractive sign displays the mission of the company, which explains the company’s commitment to satisfying customers through service, selection, and value. When the customer enters the showroom, several displays of furniture are visible immediately. These displays, called vignettes, are small room settings including, for example, a sofa, on or two chairs, a coffee table, and an end table. Lamps and accessories are included in the vignettes, although the store carries very few such items and most are not available for purchase.
Vignettes show the different styles (country, traditional, contemporary, and transitional) that are available. The vignettes are intended to provide the customer with an “impression of quality” upon entering the store. Much care is taken in designing the vignettes, right down to the spacing between the pieces of furniture, and they are constantly monitored. The entire showroom is dusted and cleaned at least once a day; carpets and upholstered furniture are shampooed every month. The sales counter is kept neat and uncluttered. As one franchisee stated, “Never give a customer a reason not to buy.”
Training and continuing education of a high quality sales staff is a company priority. The salesperson must believe in the store’s product and service quality and attempt to instill this in customers’ minds. The salesperson must attempt to understand customers’ needs and to satisfy them with the company’s products. All salespersons seek five key pieces of information about the customer. The first concerns the customer’s tastes, involving questions such as:
1. Have you been shopping for furniture recently?
2. How long have you been shopping?
3. Where have you been shopping?
4. What piece or pieces have you seen that you like?
The second is who is the purchase-decision maker. (In many cases, this person is not present.) The third area is timing. Does the customer need the merchandise by a certain date or for a particular reason? The fourth piece of information is how much the customer wants to invest (not spend). Finally, the salesperson asks how the customer wishes to pay for the merchandise and offers several payment options. The salesperson sends each customer, whether a purchaser or not, a thank-you note as a follow-up.
The franchisor also emphasizes quality in warehousing. This includes handling of the product from the point of receiving until its shipment from the warehouse. Furniture received at the warehouse is inspected for defects, such as rips and scratches. If a defect cannot be repaired, the unit is promptly shipped back to the manufacturer. The next step is to steam out any bumps or creases that occurred in shipping. When furniture is delivered to a franchisee’s showroom, the vice president of merchandising is responsible for placing it in the showroom for proper price tagging.
For customer delivery the store rents professional-looking uniforms for its delivery personnel. The delivery equipment is well-maintained, clean, and reliable. Trucks are cleaned every day and repainted frequently. The trucks are on a tight maintenance schedule in order to maximize reliability. Customers can request a guaranteed two-hour delivery window. Delivery personnel call the day prior to the scheduled delivery to remind the customer of the time and to confirm that someone will be home. At the customer’s residence, delivery personnel must complete tasks specified on a checklist, including placing the furniture exactly where the customer wants it, confirming that items such as recliners are in working order, demonstrating proper operation when appropriate, and other tasks. The delivery person is not permitted to leave until the customer is satisfied with the product and the service. If there are any problems or complaints that cannot be resolved by the delivery person, he or she must contact the manager and arrange a solution.
Customers receive numerous guarantees, including lifetime parts warranties, seven-day exchange privileges, and in-home consultations. Follow-up telephone calls ask customers about their feelings toward all aspects of their experience with the purchase. They are asked about store appearance, if the merchandise was in excellent condition when delivered, if it is sufficient to meet their needs, how the delivery personnel performed, and so on. As one franchise owner sums it up, “The best way to assure quality is through product inspection and market research.”

4.3 Test your Knowledge (Question):
1 Of what value in achieving quality are the actions this company takes in store appearance, warehousing, delivery, and customer relations? Can you think of other aspects of quality that have not been mentioned here?
2. Do you agree with the franchisee’s statement at the end of the case? Why or why not?
3. How would you address the question posed by the case title?
Answer:

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