Dunn's Emporium is going gangbusters and George who owns the deli next door is getting ready to retire. Dunn is in the process of acquiring The Deli. Although most of the local long-time employees at Dunn's and The Deli have been on board with the merger some employees have never been happy. The Deli people did not trust the new ice cream manager because of his age. Fresh out of culinary school, John Levitz, at age 22 became the ice cream manager. Ice cream was one of The Deli's biggest iconic menu offerings. The ice cream is homemade and The Deli offers a special flavor each week. John has big ideas in expanding the ice cream business by having classes and opportunities for customers to make their own flavors. He is passionate about his job but sometimes rubs the older employees the wrong way. He can be arrogant about his skill. He thinks he is being confident. The chef at The Deli is jealous of the newcomer because he has wanted to change the menu for some time. He thinks that George's retirement will be the demise of his dreams because the new General Manager that is working with George is not on board with innovation. His attitude is \"if isn't broken don't fix it.\" However, the new General Manager tells Dunn and George that he is happy with making changes. Dunn's sporting goods has had a change of employment as well and a new group of South American immigrants has come to work at the Emporium. Dunn is impressed with the wonderful skills of the workers as they display outstanding repair work and the group's work ethic as seen by their willingness to work long hours during the ski season is impressive. Dunn's long term employees agree that the new employees are a good addition to the staff but find working with the group hard because they are not able to understand Spanish and sometimes it creates problems in communicating order information. Also, the group tends to stick together. They even eat lunch together despite attempts by the other employees to get them to join in with the rest of the group. There seems to be a growing frustration on the part of the original group. What neither the original employees nor Dunn know is that because of the language barrier the new South American employees are apprehensive about being included in the group because they cannot speak English well and do not know how to break the language barrier. What the original employees do not know as well is that Esteban Enrique has asked to be promoted to the vacancy as head of the second shift in the repair shop. Dunn has concerns that if Estaban is promoted that it might be hard to keep the cohesiveness of the group. He is especially concerned because his nephew who works the evening shift during the off season would like the job. In short, Dunn has to revisit his organizational structure, culture and vision to make the changes necessary to prevent future problems with the business. Further, he hasn't told anyone but he wants to put in new software to monitor the staff hours, payroll, and business sales. It will make information gathering much easier but will require some staff scheduling changes and authority delegation. Outline For The Consultancy Report I. Title Page The title page of a formal report works in collaboration with the cover page to provide a solid introduction to the consulting report. Your team's report will certainly have a sense of permanence; it will likely be filed and periodically reviewed and consulted. Therefore, the title page should include specific information regarding the report: Names of the authors or other contributors, including contact information and the name of the organization you're working within. A very good and specific title that reflects, as much as possible, the main points of the report The name of the business or organization that your team is consulting II. Executive Summary An executive summary is designed primarily to serve the person who, at least initially, does not intend to read the entire report. It usually states the main points of each section and emphasizes results, conclusions, and recommendations, usually in around three pages. Executive summaries are ideally suited to the needs of readers who are seeking advice about a decision or a course of action. These summaries are called executive summaries because some decision makers rely wholly upon their advisors to read and evaluate the rest of the report. For the purposes of this project, the executive summary should be three pages, and should concentrate on listing the tasks performed by the team. This would involve summarizing problem/opportunity areas, methodology, conclusions, and recommendations. It's not a bad idea to develop an executive summary during the early stages of your team's writing process, as this document can help to provide your team some focus. Keep in mind, however, that this will also be a document that will need to be revised to properly reflect your report. III. Introduction to the Report The introduction allows your readers to preview the nature of the project you have undertaken for your client. Essentially, the introduction forecasts the basic organization of the report. Some writers and readers insist that the following questions should always be addressed and/or considered in the introduction to the report: What is the problem or the opportunity? Be specific. Whenever you can, quantify. Describe the problem or opportunity in monetary terms, because the proposal itself will include a budget of some sort and you want to convince your readers that spending money on what you propose is smart. Be positive. In other words, don't say that a problem is slowing down production; say that it is costing $4,500 a day in lost productivity. What is the purpose of the proposal? Even through it might seem obvious to you, the purpose of the proposal is to describe a problem or opportunity and propose a course of action. Be specific in explaining what you want to do. What is the background of the problem or the opportunity? In answering this question, you probably will not be telling your readers anything they don't already know. Your goal here is to show them that you understand the problem or opportunity, as well as the relationships or events that will affect the problem and its solution. What are your sources of information? Review the relevant literature, including internal reports, memos, external public articles, or even books, so that your readers will understand the context of your work. Clients are looking to you for sound advice. If your research is sloppy, incomplete, and rather nominal (for example, you checked out a few websites that the client could do on his or her own free time), your report will be less 3 convincing, and your ethos as a provider of sound advice will be suspect. The best reports always contain complete and thorough research--and complete and thorough research cannot be completed in the waning moments of the semester. What is the scope of your proposal? If appropriate, indicate what you are proposing to do as well as what you are not proposing to do. What is the organization of the proposal? Indicate the organizational pattern you will use in the proposal. What are the key terms that will be used in the proposal? If you will use any new, specialized, or unusual terms, the introduction is an appropriate place to define them. In addition, you will want to include the following information in your introduction: The report is written both to provide the client with a record of the project and to fulfill one of the requirements for Management 451. List the members of the consulting team, and acknowledge anyone who has provided the team with assistance, including your project advisor and the faculty who have taught Management 451. IV. Background Because not all clients will necessarily be competent in your field, the background section needs to clearly articulate the context behind your research. The Background Sections require you to conduct comprehensive research. Your suggestions need to be based on the research that your team has conducted, and this research needs to be demonstrated to your client. Again, your ethos as a sound provider of business advice is largely based on the research that supports your findings and ideas. Background Sections Normally all of the categories of background information listed in the report outline can be fully developed. The order of these sections can be varied if such an alteration makes sense. Open the \"background\" sequence with a major heading, BACKGROUND, followed by a brief introduction that explains how the background sections help to key frames of reference for your analysis. Open each section with an appropriate heading. The generic headings can be revised so that they are more specific. For example, Client Profile can be revised to read A Look at Our Client: Historic Harmar Merchants. Clearly organize each of the sections. Open each section with an introductory preview of the material. Even more importantly, end each section with a conclusion that summarizes and explains to the client what the information is designed to demonstrate. Relate and unify all of the sections so that it reads as a coherent whole. Use good transitions between sections, and conclude with a section in which you pull together and evaluate the background. The Background section is an important phase in researching and coming to understand your client, the firm, and the situation and environment in which they operate. It is an important part in the structure of your final paper, and should be between 8 and 10 pages. Please remember that the Background section is not the place to analyze problems and opportunities. These sections provide the background and frame of reference for the analysis of the problems. V. a Client Profile The purpose of the Client Profile is to both \"bring the client to life\" and to tie the information together by explaining how it helps portray your client as a member of the business community. Do not hesitate to interpret information and to draw conclusions. If your client is a group of people of whom your contact person is a member, you may want to treat the group as a \"collective client.\" Do a profile of the group as a whole (for example, the history and makeup of a governing board.) Some things that you will want to include in the Client Profile: Places of residence Educational and training background Career experience Civic interests and activities How and why your client became interested in this business Your client's business philosophy and/or attitude towards business Any other information that contributes to a portrait of your client as a person who has chosen to become the operator of a small business VI. Defining the Firm's Objectives This section should include: A description of the firm's short-term and long-term objectives Prioritization of primary and secondary objectives Objectives should be stated as specifically as possible (for example, \"...to increase net income by 20% of the end of FY 2005\"). VII. Defining the Team's Tasks First, this section should clearly describe the tasks that the consulting team has agreed to carry out and explain how the team and client chose those tasks. Normally, these tasks can be identified concisely (for example, \"Task One: Developing a Market Plan. Task Two: Selecting a New Location\"). This section should also identify any tasks that the team originally agreed to perform but which, for whatever reason, was unable to complete. The team must clearly point out how a general task breaks down into component tasks. For example, \"Developing a Market Plan\" will involve several component tasks. The tasks may include: \"Designing and Administering a Market Survey\"; \"Designing an Advertising Strategy\Dunn's Leadership Plan for the Merger of Ski Emporium And George's Deli 1 1. Introduction Joseph Dunn owns Dunn's Ski Emporium, known for its state-of-the-art ski equipment and repairs offered underneath one roof with moderate prices to skiers, for twenty-five years. He has decided to expand his business by acquiring the deli next door. While his customers wait for repairs to their ski equipment to be completed, they would go to George's Deli next door, owned by George, to eat and drink. In a similar manner, customers who have just finished eating and drinking at the deli would proceed to the Ski Emporium to purchase gloves, ski equipment and other products. Both the deli and the Ski Emporium have separately done well and have been great businesses, both offering fast and high quality services in Vail, Colorado. Dunn's fast turn-around service has set the store apart, giving it a high reputation in the area for return business from locals and visitors, a level that is way above those of their competitors. Joseph wants to do even better still, as he concentrates on keeping and gaining additional customers. Knowing that George will be retiring soon, Joseph started to think about buying the deli, and if that possibility becomes reality, he wants to keep George in the fold of the new entity, so George can be inclusive in running the business, helping with training, mentoring and organizational development and management of the new combined business. Joseph hopes to become the leader who is able to transfer what is valued in the past and apply this value to the current situation. He wants to be associated with successful change as far as this possible merger is concerned. Dunn now needs to develop a leadership plan. The design of the leadership plan is central to Dunn's design of the merger. The design of the merger plan is appropriate to his role as a social architect who is focused on satisfying customers' needs and providing great service. The following sections address the issues that are important to Dunn's successful development of a leadership plan and subsequent design of an enduring merger with George's deli. 2. Purpose/Goal The purpose of the leadership plan is evolve a successful merger between George's Deli and Joseph's Ski Emporium where the two integrated businesses will be more valuable and profitable than the sum of the values and profitability of each of the separate businesses. This way, the two businesses will be leveraged on each other to maximize profits and return on investment for the owners and the employees. Thus, Joseph will achieve this purpose and goal by proposing a merger with George's Deli that will create two business divisions within the eventual single company: the first division will be a Ski Division and the second a Caf Division, resulting in two divisions that are completely synergetic. As a leader, Joseph will mutually leverage the two new divisions in order to maximize profit; he must assign the right managers and give them the autonomy to lead the revenue generation function for Ski Emporium and assign another right set of managers to lead the revenue generation function for George's Deli as well. 3. Vision Statement To operate a business where all the needs of skiers and diners are not only met but always exceeded 2 - Mission Statement To continue to provide an enjoyable and relaxing environment for new and repeat customers, providing moderate prices and prompt service while maintaining high quality and highly positive reputation in a customer friendly environment 4. Organizational Structure Joseph Dunn plans to change his organizational structure dramatically. To start with, Joseph's plan entails that George not lead the Deli directly. Joseph will put George in a bigger role of operationally overseeing the business, meaning direct operations oversight over both the Ski Emporium and the Deli. This way, George feels invested in the overall business and is put in a position where he will pick up new knowledge about the ski business while also contributing to its operations oversight making him a full stakeholder in the merger's operations. Joseph will create a department focused on revenue generation, like for example, sales and business development, and assign managers to a department who are producers and innovators by nature and experience. Next, Joseph will create other departments focused on the management of shared services. These shared services represent those services being consumed by everyone across the company - for example, administration, finance, human resources and marketing. These roles and functions serve everyone. The types of managers that Joseph will assign to these shared service roles will be stabilizer types whose functions are more predictable and precise. While the merger on paper and the organizational chart might look great, Joseph Dunn realizes that some critical elements must be put in place for this combined venture to be successful. These elements include: i. ii. iii. iv. Making sure the new structure ensures that George will buy into the plan, \"by merging systems, policies and responsibilities that demonstrate to George that this is truly a merger and not a hostile takeover\"; Making sure to implement ongoing training of all employees, engaging employees from both the Ski Emporium and George's Deli in the discussions as Joseph decides what to keep and what to eliminate. Smoothly transition of the management process, organizational structure and leadership style should all support an enhanced combined profitability. Creating teams that consist of employees from both companies to work on the merger details prior and post integration. This strategy will help the two cultures to begin to figure out how to work with each other. The organizational structure that aligns best with the vision of Joseph Dunn's new \"Ski Emporium & Caf\" would be a functional structure. Currently, Joseph's organizational structure is a simple flat structure that does not leverage divisions of labor, since he performs all the tasks across all the functions himself. However, as Joseph now embarks on growing his business by leveraging a merger with George's Deli, divisions of labor leading to improved productivity to maintain the quality and reputation of both former businesses will be necessary. The functional structure thus remains the most appropriate structure for the merger. 3 Joseph Dunn CEO, SKI EMPORIUM & CAFE Peter EXEC. SUPPORT Brian Smith MGR, CORPORATE SALES John MGR, SKI EMPORIUM SERVICES Christina Tom SKI EMPORIUM BUSINESS DEV & SALES TEAM LEAD, EQUIPMENT TECH. SPECIALIST Deepak GEORGE'S CAFE BUSINESS DEV & SALES Niyi CORPORATE ACCOUNTS MANAGEMENT Bill TEAM LEAD, PRODUCT REPAIRS & INVENTORY Alberto George Atkins GENERAL MGR, CORP. OPERATIONS Derek MGR, GEORGE'S CAFE SERVICES Jacques Vanessa CAFE CUSTOMER SUPPORT & SERVICES Michelle Lee MGR, FINANCE CAFE FOOD SERVICE TEAM LEADER Tim EMPORIUM CLIENT SUPPORT & SERVICES Paul PLANNING, FORECASTS, REPORTING Austin Frank MGR, ADMIN MENU DESIGN & MGMT Justin Josh IT SUPPORT & SERVICES EMPORIUM MAINTENANCE & AMBIENCE CAFE MAINTENANCE & AMBIENCE Lanre HR, PLANNING & STAFF DEVELOPMENT Sade Edward QUALITY ASSURANCE & STAFF TRAINING FINANCIAL CONTROLLER & PROCUREMENT Joseph OFFICE MANAGER Jessie MGR, MKT & MEDIA STRATEGY Aria MKTG STRATEGY & MARKETING EXECUTION 4 Jordan PUBLIC RELATIONS In addition, Joseph Dunn plans to improve the overall productivity of the new business by installing and using proven business tools and utilities to support key departmental operations. Examples include an ERP solution (Enterprise Resource Planning) to help with employee scheduling ; a SCM solution (Supply Chain Management) to help with inventory, and a CRM solution (Customer Relationship Management) to help with the interaction with current and future customers, marketing and sales, and also the management of customer feedback. 5. Organizational Culture The best Organizational Culture that will enhance Dunn's vision (\"To operate a business where all the needs of skiers and diners are not only met but always exceeded.\") and the structure (Functional) of Dunn's Ski Emporium/Cafe is the Clan (Collaborative) Culture. The Clan culture includes teamwork, great customer service, high quality service, and efficiency. The teamwork, where Joseph Dunn and George Atkins and other team members work collaboratively together since they want to continue to provide quality food that people like. Coupled with the teamwork, is great customer service, which leads to more demand for the food and service, thereby the opening of more Dunn's Ski Emporium/Caf in Vail, Colorado and beyond. The Clan culture will enhance the functional structure for Joseph Dunn by allowing for other business interests he wants to explore especially by acquiring the deli. The quest to make a sustainable organization culture requires characters which \"includes discipline, ambition, precision, dedication and perseverance\Running Head: DUNN LEADERSHIP 1 DUNN LEADERSHIP Name University Dunn Leadership 2 EXECUTIVE SUMMARY As the business anticipates a new future of expansion and acquisition, there are several opportunities for the management to exploit. Together with these are the challenges that have to be confronted in the administration if profitability is to be a reality. Acquiring Deli business is a big advantage considering that it has a stable customer base and good marketing network. The clients are loyal and make repeat purchases at the site. The business also has experienced and highly motivated workers that will be helpful in moving the new venture forward. The proprietor himself has a huge background experience that will prove useful if the business is to make progress. The business has to take proactive steps to integrate the South American immigrant families into the large business community. There need to be social events to break down the social blocks so that they may cooperate with the rest of the older workers. There is need for the business to train its workers so as to improve their productivity. A trained group of workers are confident to handle tasks that are allocated to them by the administration. They also have fewer chances of making careless mistakes that may lead to loss on the part of the firm and injuries to their bodies. Employee training should take place on a regular basis with periodic retraining to keep their skills relevant in the market. The company should invest in various technologies that will enable it to achieve a dominant position in the market. These may in clued software such as CRM, SCM and ERP. Such will greatly improve the efficiency of operating the business in addition to cutting down the Dunn Leadership 3 recurrent costs such as those of employing workers. Such software will be important for the task of monitoring employee work, customer relations and coordinating with the suppliers. In executing its plan, the management has to consider the employees of the previous Deli business. There is need for impartiality in treating them. As a show, of neutrality, it might be important to change the office location from the place it has been to show the new group of workers that the management is unbiased. INTRODUCTION TO THE REPORT The purpose of this report is to highlight the opportunities that exist for the business and the steps that have to be taken to benefit. The business is planning to acquire another highly performing one based in its vicinity. The acquired business has well motivated staff and good customer base. The task of this report is to discuss the steps it has to take to transition the business together with the employees to a single management. It considers the steps of integrating the new workers into the workplace and helping them have the chance to contribute to the profitability without any hindrance. The sources of data are literature that highlights organizational competence in the integrated business setting. There is also the data that is product of research done by different scholars. BACKGROUND Both the deli and the Ski Emporium have separately done well and have been great businesses, both offering fast and high quality services in Vail, Colorado. Dunn's fast turnaround service has set the store apart, giving it a high reputation in the area for return business from locals and visitors, a level that is way above those of their competitors. Joseph wants to do even better still, as he concentrates on keeping and gaining additional customers. Knowing that George will be retiring soon, Joseph started to think about buying the deli, and if that possibility becomes reality, he wants to keep George in the fold of the new entity, so George can be inclusive in running the business, helping with training, mentoring and organizational development and management of the new combined business. Joseph hopes to become the leader who is able to transfer what is valued in the past and apply this value to the current situation. He wants to be associated with successful change as far as this possible merger is concerned. CLIENT PROFILE The client is the new Chief Executive of the new entity. He has had some experience in managing the business that deals with the repair and maintenance of equipment. He intends to acquire the other business and still maintain profitability. FIRM OBJECTIVES Dunn Leadership 4 The business aims to achieve and maintain a high level of profits. It also seeks to have and maintain a highly motivated staff capable of delivering its objectives. The other target is to be socially responsible. BODY Changes to Consider for the Business Expansion There is need to initiate division of labor and specialization within the company. In the new arrangement, particular employees need to be in charge of specific duties. The process will ensure accountability both for the results and any duties (Barclay & Shankar, 2015). Additionally, specialization will help the company to increase the overall output of every individual employee. The use of business software and utilities will also be a great addition towards the profitability of the venture. Enterprise Resource Planning, ERP will be very valuable in scheduling of employees, processing pay and executing rotation. The software will improve the overall business efficiency and effectiveness. Supply Chain Management System, SCM will be a very important link between the company and its suppliers (Burek, 2010). SCM will help to automate the process of receiving supplies from various people in a timely and convenient way. It will eliminate the inconveniences and delays that may result into loss of business opportunities. Customer Relationship Management System, CRM is software that keeps the records of customers for the sake of future interactions. It helps to avoid mistakes concerning orders and prices. CRM is very vital in keeping the customers satisfied and updated. Employee training is the other strategy that will enhance the growth of this new fraternity. Trained employees are very productive in their roles. Training also eliminates costly errors that a worker may do resulting into losses to the business. A trained worker is very confident of the task he is doing thus winning the trust of the customers (Barclay & Shankar, 2015). The business should have plans in place to train its workers periodically and also upgrade their skills periodically. How to address Cultural Diversity in the Organization There is need to carry out cultural integration programs in the company to encourage workforce harmony and unity. It is evident South American immigrants are a great addition to the business considering their working skills and commitment (Patel, 2007). However, there exist cultural barriers between them and the rest of the workers and this hinders workforce harmony. Dunn Leadership 5 The management has to sponsor language lessons to encourage them to learn English to help them feel part of the larger corporate family. Currently, language appears to be the biggest barrier in their relationship. In an effort to help them feel part of the greater corporate family, the management should consider organizing a bonding session for all the workers. In the session, it is important to encourage free sharing and bonding. It is also necessary to have a cultural diversity expert to give a unifying talk in such a forum to encourage integration. Games and other social activities will help to foster harmony. It will be helpful to mix the two set of workers in the same team so that they appreciate each other's skill and effort. Interacting in a common social event will be a good step in breaking the cultural barriers. Back at work, the migrant workers should be mixed up with the rest having learned English. It is not advisable to have any of them leading a division of the business considering he is new and does not understand the company culture (Burek, 2010). Additionally, the lack of language proficiency will be a great barrier to executing organization activities. The areas in the original plan that would require change to accommodate Dunn's role as a relationship builder As the new leader, he has to bring together the employees from both fraternities and let them feel part of a single family. He has to be impartial in making decisions concerning both the business ventures. There may be need to shift the position of the office in order to appear more in charge of the activities and eliminate the perception of bias. Discuss the leadership challenges to address in the areas of personal skills, leading change, diversity, knowledge management, office politics and empowerment Dunn as the new owner of the two entities has to be seen as the new central figure that is able to unite the two business divisions impartially (Barclay & Shankar, 2015). There is need to improve on interpersonal skills in regard to relating to the employees. It is important to be listening to the input and advice from the employees especially the older ones. As the leader clear communication of the company vision and goals is critical for its success. There is need to properly articulate the vision of the company to all the employees and their leaders. The vision and mission have to be written at strategic places to foster memory. Having done that, the performance standards have to set out from the very beginning. In doing so, the leader has to clearly set out the rewards for achieving the goals and corrective measures in case of failure to achieve the goals (Burek, 2010). The new leader should seek to empower all the employees. Offering good rewards for their jobs will motivate them and have them want to be part of the company for long. The departmental leaders and managers should have the freedom to initiate and execute new policies in the company with his backing. Providing autonomy to the leaders is a great motivating factor. Dunn Leadership 6 The South American immigrants should have one of them appointed to a junior level management position. The process will be helpful in making them feel part of the organization. It is also necessary to bring in a new employee to the leadership from different organization who may bring in freshness and new ideas to the business. Such an employee may be vital in helping the firm do things in a new way to achieve greater profitability and success. How to Use John's Knowledge John has been an integral part of the business for many years. His skills in ice cream preparation have contributed a great deal to the profits the company has been making. The input has made customers to continuously flock the premises. His passion is so much that he changes the ice cream menu every week. The new management has to bring him on board so as to benefit from his skills. He should be made in charge of a larger section of the business considering his passion in dealing with the clients. In spite of all that, there should be steps to help him learn how to work with people at the work place. It might be detrimental to the existence of the business if he disregards others' input and ideas into his work. SUMMARY CONCLUSION Training the workers will assist the business to maintain the profitability it seeks. Additionally it has to use new software such as CRM, ERP and SCM to be able to achieve dominance in the market. REFERENCES Dunn Leadership 7 Barclay, J., & Shankar, H. H. S. S. R. (2015). Conscious culture: How to build a high performing workplace through values, ethics, and leadership. Burek, C. (2010). Post-merger intercultural communication in multinational companies: A linguistic analysis. Frankfurt am Main: Peter Lang. Patel, V. G. (2007). When the going get tough: Strategic responses to business crises. New Delhi: Tata McGraw-Hill Pub