A small, fairly successful and operated company was owned by the Montenegro Family. They specialized manufacturing furniture, because of their ability and expertise of making a good quality furnitures, the consumers are loyal to them as the company grew rapidly and its sales of 14,000 in the first year reached 11 million five years later. Producing a high-quality product was doing well. However, the family-owned company was aspiring to take their business to a higher level for the satisfaction of consumers. In need of help defining and directing its vision and strategy in order to take their product and business to the next level of growth and profitability.
I – TIME CONTEXT
The company started its operation by family collaborating to each other, their ideas and objectives as one as what the company is. The company has not grown yet like the present situation the company is into at the moment. The operation grew well but unlike what they wanted it to be, they need more defining effective product for the increasing level of sales.
II – VIEWPOINT
As a manager, my observation to this is I think they have lack of leadership when it comes to their members. For effective production, the manpower and skills of individual should be direct by the owner of the company. They must have good communication to have each others view and ideas. As they transferred the information to be understandable to the receiver.
III – STATEMENT OF THE PROBLEM
The operation of the company is lack of defining and directing its vision for the attainment of their objectives. Together with this is dealing with concerns regarding the economic downturn at the time and its affect on our client’s business. Addressing a lack of clarity regarding job roles, titles and responsibility.
IV – OBJECTIVES MUST OBJECTIVES (SHORT RANGE)
The owner must process the effective communication and leadership of their members. WANT OBJECTIVES (LONG RANGE) To understand the efficient directing of company’s operation. To define its vision for the next level of growth of their company.
V – AREAS OF CONSIDERATION / ANALYSIS
The family-owned company will understand the process as they follow what is needed to have a strategy in making their company as higher profitability manufacturing products.
VI – ALTERNATIVE COURSES OF ACTION T
he actions we took to address the challenges were: * Assessed existing job roles and assisted in defining/clarifying each role’s responsibility and core capabilities needed to perform the job well * Provided executive coaching and strategic planning advice to the client in order to assist in guiding their growth * Identified major issues and barriers to the increased profitability of the company * Assisted in the development of effective plans to overcome the barriers identified
VII – RECOMMENDATION
As a manager, I would want to recommend strongly leadership of its members as they took the operation increasingly company. VIII – CONCLUSION / DETAILED ACTION PLAN * A clear focus for the company * Identification of the core strengths to draw upon and the core weaknesses to avoid in order to maintain a successful enterprise, even in times of economic uncertainty * A forward-looking vision for this company