BUS 210 Project One Management Brief Overview The S

BUS 210 Project One Management Brief


Overview
The SNHU Pet Supply Company is a 30-year-old organization based in Manchester, New Hampshire that
produces and sells pet supplies. The company has 200 employees in Manchester; 100 employees in a
satellite office in Denver, Colorado; and a remaining 300 employees who work remotely throughout the
country. The organization has had to rapidly expand due to a substantial increase in consumer demand
over the past two years.

Organizational Mission
The SNHU Pet Supply Company’s mission is to provide high-quality pet food, treats, and toys to dogs and
cats.

Note: If you would instead like to use the mission statement you created with your group in the Module
Four discussion, you may do so.

Culture Statement
The SNHU Pet Supply Company is staffed by a diverse group of more than 500 employees who love pets
and appreciate the joy and friendship they bring to our homes and communities. We are a passionate,
friendly group of people who strive to provide high-quality products and customer-first services across
the nation to our customers and their pets.

Organizational Goals

• Make quality pet products easier for customers to obtain through decreasing production costs
by 3%

• Increase workplace efficiencies to deliver products more quickly and effectively
• Increase employee satisfaction ratings by 4%


Organizational Structure

The organization is divided into three divisions: food, toys, and supplies. Each division has its own
product development, merchandising, marketing, sales, supply chain, and retail operations department.
Although some of these departments collaborate on major projects, such as nationwide marketing
campaigns, they usually work independently. The company also has other departments that cover all
three divisions, such as Human Resources (HR) and Informational Technology (IT).

The Manchester and Denver offices are headed by the vice presidents (VPs) of each location. Most of
the remote workers report to the VP at Manchester, although a handful are associated with the Denver
office as well. Each office has its own divisional and departmental managers, and although these
managers are given some independence on how to manage their teams, most decisions must be
approved by their VPs or the executive leadership in Manchester.







A text-only version of the image above is available in the Supporting Materials section of the Project One
Guidelines and Rubric in your course.


Organizational Communication
The company primarily relies on formal communication methods such as email and in-person meetings;
however, each colocated division also has its own preferred communication tools. Communication tools
vary from comments in live documents (through Google’s G Suite applications or Microsoft Office 365)
to instant messaging tools (through Skype, Teams, or Slack) to in-office whiteboards.

Employees and managers often note in feedback surve ...

1. BUS 210 Project One Management Brief


Overview
The SNHU Pet Supply Company is a 30-year-old organization
based in Manchester, New Hampshire that
produces and sells pet supplies. The company has 200
employees in Manchester; 100 employees in a
satellite office in Denver, Colorado; and a remaining 300
employees who work remotely throughout the
country. The organization has had to rapidly expand due to a
substantial increase in consumer demand
over the past two years.

Organizational Mission
The SNHU Pet Supply Company’s mission is to provide high-
quality pet food, treats, and toys to dogs and
cats.

Note: If you would instead like to use the mission statement you
created with your group in the Module
Four discussion, you may do so.

Culture Statement
The SNHU Pet Supply Company is staffed by a diverse group of
more than 500 employees who love pets
and appreciate the joy and friendship they bring to our homes
and communities. We are a passionate,
friendly group of people who strive to provide high-quality
products and customer-first services across
the nation to our customers and their pets.

2. Organizational Goals

• Make quality pet products easier for customers to obtain
through decreasing production costs
by 3%

• Increase workplace efficiencies to deliver products more
quickly and effectively
• Increase employee satisfaction ratings by 4%


Organizational Structure

The organization is divided into three divisions: food, toys, and
supplies. Each division has its own
product development, merchandising, marketing, sales, supply
chain, and retail operations department.
Although some of these departments collaborate on major
projects, such as nationwide marketing
campaigns, they usually work independently. The company also
has other departments that cover all
three divisions, such as Human Resources (HR) and
Informational Technology (IT).

The Manchester and Denver offices are headed by the vice
presidents (VPs) of each location. Most of
the remote workers report to the VP at Manchester, although a
handful are associated with the Denver
office as well. Each office has its own divisional and
departmental managers, and although these
managers are given some independence on how to manage their
teams, most decisions must be
approved by their VPs or the executive leadership in
Manchester.

3. A text-only version of the image above is available in the
Supporting Materials section of the Project One
Guidelines and Rubric in your course.


Organizational Communication
The company primarily relies on formal communication
methods such as email and in-person meetings;
however, each colocated division also has its own preferred
communication tools. Communication tools
vary from comments in live documents (through Google’s G
Suite applications or Microsoft Office 365)
to instant messaging tools (through Skype, Teams, or Slack) to
in-office whiteboards.

Employees and managers often note in feedback surveys that
they do not receive information in a
timely, consistent fashion, and that more often than not, they
hear about major changes and initiatives
through the grapevine or through informal conversations with
coworkers. Employees on shared-services
teams (HR and IT) also note that the different team cultures and
communication preferences across
divisions and locations make it difficult for them to collaborate
and communicate with their coworkers.


Management Approaches
As the company grew rapidly to meet consumer demands, it
experienced rapid turnover. Leaders

4. promoted veteran employees to management roles based on
years of experience. These new managers
were assigned direct reports at random, including direct reports
from colocated divisions and fully
remote employees working on colocated teams.





Many of the new managers had little management experience.
As a result, the company provided a two-
day intensive management training and provided all managers
with a handbook that outlined the
standard company-management practices. Managers were
expected to follow the standard practices in
the handbook. These practices included using an authoritative,
results-based management style;
resolving performance issues quickly based on standard
processes; and fulfilling tasks related to project
management, meeting facilitation, and decision making for their
teams.

In feedback surveys, employees frequently noted that their
managers were often insensitive and
inflexible, leaving little room for others to have a say in
decision-making processes. They also reported
feeling micromanaged. Managers who responded to the
feedback surveys noted that they often felt
uncomfortable using the strict, standardized management styles
and approaches the company required.
While management styles and approaches were standardized
across teams, things like productivity tools
and collaborative practices were not. As the company grew in
size, managers saw a continual decline in
productivity. Many managers, especially those new to their

5. roles, often stated they felt overwhelmed
and underprepared for their role.

To address these concerns, leadership created a new
organizational goal focused on improving
employee satisfaction and giving managers more autonomy over
managing their teams. The changes
have been in place for almost a year, and the organization has
seen an increase in employee
satisfaction. However, your team’s previous manager decided to
continue using the old management
style, stating that it better suited their personal management
style and that it would be most
appropriate for their team.


Team Culture
Your team has been together for a little over two years. Your
teammates describe one another as
creative and capable, but they feel their skills are underused,
and they have one of the lowest employee
satisfaction ratings in the organization. In surveys, their
feedback centers around a few specific areas: a
lack of autonomy, not feeling heard or valued, and abundant
miscommunication.

Because the team’s previous manager had maintained the
organization’s strict, results-based
management style, team members were often pushed to meet
short deadlines and focus on
quantitative achievements. They felt as though they had no
opportunities to get creative, take initiative,
or grow. When they asked questions, expressed concerns, or
made suggestions for improvements, their
previous manager often shot them down in ways that were
insensitive. This caused the team to give up

6. trying.

The previous manager also tried to keep team members from
going “outside the team” to get support
or to collaborate. The manager would grow frustrated when
teammates would communicate with
others and come back with new ideas or knowledge of how
other teams were operating, claiming this
was “wasted time and energy.” The manager’s mentality also
frustrated the team around the time of
the organizational change. The team felt left out of the loop
regarding organizational initiatives, major
announcements, and general updates due to the lack of cross-
team and cross-departmental
communication. Lastly, the previous manager worked from the
Manchester, New Hampshire office and
would schedule all team meetings based on Eastern Standard
Time, which created scheduling
complexities for geographically distributed team members.




While your team members have been feeling undervalued and
frustrated for some time, their feedback
does note that they do like one another, collaborate well among
themselves, and each seem to have a
unique skill set that could be used in addition to their typical
job responsibilities.

BUS 210 Project One Management
BriefOverviewOrganizational MissionCulture
StatementOrganizational GoalsOrganizational
StructureOrganizational CommunicationManagement
ApproachesTeam Culture

7. BUS 210 8-2 Project Two Statement of Leadership

Competency
In this project, you will demonstrate your mastery of the
following competency:
· Identify yourself as a leader and follower to be effective as an
individual and team contributor
Overview
Many well-known leaders wrote and continue to write in
journals, reflecting on their actions and decisions in their
leadership roles. These reflections allow leaders to revisit their
choices and learn how to improve their actions and decisions to
become more effective leaders in the future.
Directions
Write a reflective paper describing your leadership style and
skills. Reflect on what you have learned throughout the course,
and think about how you can use this knowledge to further your
career. Use the results of your self-assessments, leadership map,
and other course materials to guide your reflection. Begin your
reflection with a single statement that concisely summarizes
your leadership style and approach. The statement should be one
that you could later share on LinkedIn or your resume. You
could also use it to guide your professional development.
Specifically, you must address the following rubric criteria:
1. Leadership Approach:
A. Leadership Skills: Describe your primary leadership skills
and describe how these skills will help you effectively lead a
team. Additionally, describe skills or attributes you would like
to develop and improve upon in order to become a better leader.
B. Leading and Following: Explain the importance of being able
to both lead and follow when working as part of a team, along
with how well you are able to lead and follow on a team while
in a leadership role.
C. Leadership Style: Describe your personal leadership style
and explain how you intend to use that style when working with
a diverse, dynamic team.

8. What to Submit
To complete this project, you must submit the following:
Your submission should be a 1- to 2-page Word document with
12-point Times New Roman font, double spacing, and one-inch
margins.


BUS 210 Project 7 Speaker Notes Template

To complete this template, replace the bracketed text with the
relevant information.

Write your speaker notes using complete sentences to outline
what you would say in a verbal presentation and to demonstrate
your mastery of the course content. Use APA style citations.
Remember that your presentation should be between 7 to 10
slides in length, not including your title and references slides,
so you can delete any sections you don’t need. Make sure your
speaker notes correspond with the slides in your Presentation
Template.


Slide 1: [Insert Presentation Title]
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Slide [#]: References
[Include all references listed in the presentation and cite them
according to APA style.]

1

10. [Insert Presentation Title]
[Insert Name]






[Insert Slide Title]
[Note: To complete this template, replace the bracketed text
with your own content. Remove this note before you submit this
file.

Make sure your slides correspond with your speaker notes in the
Speaker Notes Template. Remember to insert key terms, main
ideas, and other content based on the Project One guidelines.

Your presentation should be between 7 to 10 slides in length,
not including the title and references slides. You can delete any
slides you don’t need. You may also use other slide designs as
appropriate. To do so, click the New Slide button in the toolbar,
then select the slide type that best suits your content.]
[Insert text.]
2




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[Insert text.]

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References
[Include all references listed in the presentation and cite them
according to APA style.]
12

13. BUS 210 7-3 Project One: Organizational Evaluation Proposal

Competency
In this project, you will demonstrate your mastery of the
following competencies:
· Demonstrate effective management skills and practices in
diverse, distributed, and collaborative work environments
· Explain the interrelatedness of the functions and forms of
organizations
Scenario
Imagine you are a new manager at the SNHU Pet Supply
Company. The company has grown from a small, local pet-
supply company into a large organization with locations in
Manchester, New Hampshire and Denver, Colorado. It also
employs remote staff. The manager you are replacing was with
the team for two years and left on negative terms, which
exacerbated an already concerning team culture.
You have been asked to present a management plan that
addresses identified areas of concern, rebuilds the team’s
culture, and aligns organizational practices to leadership.
Leadership has provided you with a management brief that
outlines the key pieces of information you will need in order to
make informed recommendations.
Directions
Use course resources and the information provided in the
Project One Management Brief (located in the Supporting
Materials section) to develop recommendations that will meet
the needs of your new team and align with your organization’s
mission, vision, culture statement, and goals.
Use the Presentation Template to create presentation slides that
highlight key pieces of information, and use the Speaker Notes
Template to outline what you would say when presenting your
recommendations in a future meeting with leadership. Both
templates are located in the What to Submit section.

14. Specifically, you must address the following rubric criteria:
1.
Team Management
A.
Leadership and Management: Describe leadership and
management practices that you feel would be best suited to
manage the team. Explain why you believe these practices are in
alignment with the organization’s mission, culture, and goals, as
well as how they would be effective in improving the team’s
culture.

B.
Followership: Explain how you would leverage your
strengths as a leader to strengthen the team’s effectiveness and
culture. Also explain how your strengths could be used to
develop followership within your team.

C.
Decision-Making Models: Describe decision-making
models that you believe will be the most effective for the team
and management approach and their alignment with the
organization, as well as how they would be effective in
improving the team’s culture.

D.
Emotional Intelligence: Describe considerations for
ensuring your management practices are emotionally intelligent
and inclusive of diverse perspectives, needs, and roles within
your team. Explain why you believe they are in alignment with
the organization and how they would be effective in improving
the team’s culture.

2.
Communication and Collaboration Across Functions
A.
Forms and Functions: Explain how the various forms

15. and functions of the organization impact the team; also explain
how the team impacts the various forms and functions across the
organization.

B.
Communication Practices: Describe the strengths and
weaknesses of the current communication practices being used
across functions, and recommend better ways to communicate
that meet the organization’s needs.

C.
Organizational Mission, Vision, and Goals: Explain the
general purpose of organizational missions, culture statements,
and goals and what these three things say about the way an
organization should operate. Take organizational structure,
leadership and management approaches, and diversity and
inclusion practices into account when considering an operation.

What to Submit
To complete this project, you must submit the following:
Template:
Presentation Template PPT
Your presentation should be between 7 to 10 slides in length,
not including the title and references slides. Sources should be
cited according to APA style.

Template:
Speaker Notes Template Word Document
Use complete sentences to outline what you would say in a
verbal presentation. Sources should be cited according to APA
style.

Supporting Materials
The following resource supports your work on the project:
Reading:
Project One Management Brief PDF

16. This document provides an overview of the team’s current
management and leadership practices and its existing team
culture. Review this information to complete your project.

A text-only version of the image in this resource is available:
Project One Management Brief Text-Only Version Word
Document.