MBA 745 – Reflections on Module 5 Concepts

How comfortable are you as a leader in a mature organization?

I have more comfort in this level than some of the earlier ones. The mature organization requires more creative thinking on the part of the leader. Just like in the creation phase, which is probably my strongest phase, the ability to create solutions for the changing marketplace will drive the business further. At the mature point, though, there is a need for a little more organizational skills to manage the day-to-day of an aging business. That’s where my challenge comes in.

Did you feel that you could concentrate on improving efficiencies while remaining flexible to the ideas of your team members?

In general, yes. Our team was fairly supportive of one another’s ideas, so it wasn’t hard to focus on keeping our company efficient. Our business approach was to be the best cost provider. We focused our R&D monies into driving down our production costs while still maintaining the product the customer wanted. In the end, it proved to be the winning strategy.

Are you attempting to expand your knowledge base with or increase your depth in the focus you select to study?

Yes. I actually spent some time interviewing a person in the field about a week ago to gain more direction. I’m finding that there’s a lot of “directional” opportunity that needs to be researched more. In other words, once into the field, there are many directions that a person can choose to go.

September 16, 2007 | Filed Under MBA 745 | Leave a Comment 

MBA 745 – Reflections on Module 4 Concepts

What is your belief concerning one person performing the multiple roles of creator, accelerator, and sustainer? Do you feel you are capable of performing all of these roles? If not, which do you think fits you best?

I believe that one person can indeed perform these multiple roles, but it may not always be advantageous. In fact, it could be detrimental. Take Walt Disney, for example. Upon his death, the creative genius behind the Disney Company was gone. Disney struggled for years to try and recover after this loss. I think I could perform all these roles if necessary, but I would try and find someone to assist if t all possible. My strength is in the creative portions of the business, therefore creator and also sustainer are my best areas.

Do you think it is possible to avoid making the decision of whether to rejuvenate the business or close it, indefinitely? If so, how? If not, why?

While it might be possible, it is not recommended. It is my opinion that putting the decision off will just force the company into a decision. If a company is failing, putting off the decision to close just delays the inevitable. Most good business owners know when to “cut their losses” and move on.

September 9, 2007 | Filed Under MBA 745 | Leave a Comment 

MBA 745 – Reflections on Module 3 Concepts

In mature organizations, there is quite often a need to reduce labor surpluses. What would you suggest as other means by which to accomplish this objective rather than with layoffs?

One of the frequently used methods is to try and take advantage of natural attrition. When an employee is let go due to poor performance, a person quits their position, or someone retires, the company can choose to not replace the outgoing employee. This can cause additional workload on remaining employees, but if managed properly, this can become an efficient method of cost cutting without mass layoffs.

If by chance your mature organization established a “no layoff” policy, what advantages would this provide the company? Are there disadvantages? Which would you advocate and why?

No layoff policies may be great at improving morale. The challenge is that something of this nature can hinder the company when push comes to shove. Not having the ability to layoff employees may require cost cutting measures in other areas that could affect quality. It could also require complete termination of positions. I think that companies should not create such a bind as this policy would create. They should look at methods of incentives for employees to keep them besides guaranteeing them no layoffs will take place.

We know that fast growing companies need more working capital than those growing more slowly or not at all, as in mature companies. What strategy would you use to ensure sources of cash as incoming cash flow is delayed, and fixed costs continue, and paydays come every week?

Companies that are well established are often in strong cash positions and low in debt. It is possible that the company might establish short term debt instruments in order to maintain payroll or paying suppliers when cash flow runs low. The best position is to try and establish a cash position that will always meet operational overhead expenses for at least one to two months. This allows for customer invoicing to be received and replenish the cash hoppers.

September 2, 2007 | Filed Under MBA 745 | Leave a Comment 

MBA 745: Reflections on Module 2 Concepts

An integrated communication program is a good tool for promoting a plan, program, or product. Promotional tools, of which there are traditionally four, can be used within a integrated communicational program. What are these tools and how effective are any of them separately or collectively in strengthening marketing communications?

The four promotional tools include advertising, personal selling, public relations, and sales promotions. Each one has it’s individual strengths, but they work best collectively. By having an integrated marketing program, each aspect of the product promotion conveys the same message. Customers are not confused about the product they are purchasing.

Should one of the intended objectives of a marketing communication program be effective word of mouth promotion? If so, how? If not, why?

Word of mouth continues to be one of the strongest methods of advertising. People always trust the word of a respected friend over that of a television commercial or advertisement of some type. The company needs to constantly convey the same message about their product so that word of mouth. Some companies will actually hire people to give word of mouth testimonies, visiting places such as internet message boards to give their “plug” for the product.

Is there a danger in a mature organization such as Hopkins Printing in using one type of system for its knowledge management needs? Why or why not?

It depends… if the knowledge management system uses standardized open formats, it may be able to interact with many other systems. If this is the case, then one tool can be successful in managing data and information. If the system is a legacy and proprietary system, then it may limit the growth potential of the business.

What significant use would knowledge management provide during the Mature stage of the lifecycle of an organization?

It is very important to have a constant eye on the customer. Regularly reviewing their wants and needs so that the business can adapt to meet them is important. Knowledge management tools can assist the business in reviewing these purchase patterns and creating products necessary for the customer.

August 26, 2007 | Filed Under MBA 745 | Leave a Comment 

MBA 745 – Reflections on Module 1 Concepts

Consider your own leadership traits. Do you more closely fit with the creative nature from MBA 715, the organizational nature of MBA 725, the growth nature of MBA 735, or the mature nature of MBA 745? Explain your response.

I am definitely more of the creative type. I do my best in “uncharted” territory. Thinking outside the box and coming up with new ideas are areas where I am most comfortable. This type of thinking will also be be beneficial in the mature stage if the business. Being able to creatively repackage or innovate old products is important during the maturity phase as well.

Reflecting on your personal past experiences, discuss an idea you developed, only to have it fail after the implementation. Why could you not sustain it after the implementation?

The only thing that comes to mind initially is some database programming I did at one time. The software, while functional and working, was too difficult to use. It did the job that was necessary, but the learning curve was not easy enough to make the tool worthwhile. Since it was not easy enough to learn, long term usage failed.

Think of the products/services of your current organization. How can the products/services be enhanced to appeal to larger segments of the current markets?

The biggest way we try to improve our products is by identifying new markets. Our products are fairly mature and not much can be done to redesign the base product. What we do is come up with new packaging configurations for the accessories that come with it. By finding out what accessories our customers want with the product, we are able to rejuvenate the sales of our product.

August 19, 2007 | Filed Under MBA 745 | Leave a Comment