unit 10 - business case - final draft

MT490: BACHELORS INTERNSHIP IN MANAGEMENT – BUSINESS PROCESSESUNIT 10 – BUSINESS CASE - FINAL DRAFT

Business Case11.29.2016

Rhonda VarneyKleenco Maintenance & Construction8239 North State Road 9Alexandria, IN 46001

MT490: BACHELORS INTERNSHIP IN MANAGEMENT – BUSINESS PROCESSESUNIT 10 – BUSINESS CASE - FINAL DRAFT 1

EXECUTIVE SUMMARY

Kleenco’s corporate office is located in Alexandria, Indiana. Due to continuing growth, and in order to meet customer’s needs, additional satellite offices have been generated across the nation. Kleenco now has offices in Indiana, Arkansas, Arizona, Pennsylvania, and Minnesota. Kleenco conducts maintenance and construction repairs for several Big Box National Retailers; Wal-Mart, Target, Lowes, Gander Mountain, and Rite-Aid, just to name a few.

In order to remain competitive in the business world, Kleenco must ensure they can maintain their strong customer base while keeping up with the competition. In order to become and remain successful and competitive Kleenco must continuously improve their processes. Failure to do so is likely to result in higher costs, lower revenues, less motivated employees and fewer satisfied customers.

Kleenco should always look for ways to promote continuous improvement processes that will allow them to remain competitive in the global market while focusing on maintaining the core values of the organization. As situations have changed in the industry, Kleenco has found a need to consider restructuring their systems in order to meet business needs and to become more structured and competitive in the various markets they are associated with. The current processes that are being used seem to be well implemented until research began and it revealed all the various applications that were being used by all the departments in the firm. Each application had its own complexities, programming capabilities, training concerns, and coding errors which prevented them from being integrated into one system that could be used by multiple departments on a global level.

As the FM model is being set-up, it seems to be going as planned but it was quickly realized that not all departments are sharing pertinent information with one another. Some departments seemed to be keeping important aspects of their department’s operations to themselves as a way to hold onto control to their processes. The CEO of the firm is on-board with the FM implementation but the VP of IT is controlling what data is being applied between the varying systems and is limiting what was being shared between all the key players. These actions have slowed down the progression of FM and have stalled with some of the steps involved in moving forward quick enough to be implemented accordingly. Kleenco is also beginning to spend more time on employee’s contributions to building and testing the systems and on systems integrations than had been budgeted. Teams were put into place to work together in building the model yet all the lines of communications between the departments, management, and executives were not open.

As Kleenco continues to succeed in the business world, they can continue to grow and expand on the applications that are needed to ensure the business can function proficiently while meeting the expectations of the customers and the stakeholders. Kleenco should continue to work towards their goal of seeking applications that meet all their business needs in production, customer service, compliance, and regulatory concerns. By securing a reliable team, Kleenco can work towards a common goal that fits all the needs of the departments and the parties involved.


TESTIMONY

I began working for Kleenco in June of 2013 as the Administrative Assistant to the VP of Operations. Shortly after hiring, I gained knowledge of a department that was in its infantile stages of development and conducted operations from the corporate office, just a couple miles away. The department had only been operating for a couple months and there were only four employees who had little to no construction, customer service, or business experience. I was given the opportunity to maintain my title as an Administrative Assistant, along with a substantial pay increase, to transfer to the corporate office to help form the new department. I was willing to take the challenges presented.

Through the onsite internship with my employer, I have been able to research areas of concern and been given the opportunity in applying my academic and business experience into assisting Kleenco Maintenance & Construction’s Sourcing department into becoming a more organized and structured environment. Through the use of business process models, analysis, and immense research, I have found ways in which Kleenco can streamline processes and procedures which will assist in meeting the expectations and demands that are expected by the customers, subcontractors, suppliers, leadership teams, executives, and all other forms of stakeholders of the organization.

At times, I found struggles in getting employees to assist me in obtaining the information I needed to conduct my research and in developing the business models. As soon as the employees found that their interaction was recognized and very beneficial to the success of the organization, they quickly reverted fears into positive feedback so that Kleenco could find ways to grow and prosper while also streamlining many of the procedures which would allow for easier and quicker measures of completing work order requests in a timely and proficient manner.

I enjoyed my academic journey through the internship program and I have learned new ways of thinking in the business world and communicating with others in order to get the information needed to conduct a proficient and efficient research analysis that have proven to serve as a beneficial tool to improving applications within Kleenco Maintenance & Construction’s organization.


TABLE OF CONTENTS

Business Case Vignette Section Pages 4-11Business Dilemma Section Pages 12-17Management Research Questions Section Pages 18-21Literature Review Section Pages 22-30Strategy & Action Plan Section Pages 31-43References & Appendix Pages 44-48

Sectioned by Course Outcome

MT490-1: Evaluate information management, planning, and control in business environments Business Dilemma Page 12 Research Questions Page 18 Literature Review Page 22 Strategy & Action Plan Page 31

MT490-2: Analyze organizational processes and procedures in a variety of business settings Business Dilemma Page 13 Research Questions Page 19 Literature Review Page 23 Strategy & Action Plan Page 33

MT490-3: Synthesize appropriate principles, concepts, and frameworks for making ethical decisions Business Dilemma Page 13 Research Questions Page 19 Literature Review Page 24 Strategy & Action Plan Page 35

MT490-4: Assess the roles that structure, management, and leadership play in organizational performance Business Dilemma Page 13 Research Questions Page 20 Literature Review Page 25 Strategy & Action Plan Page 37

MT490-5: Evaluate how economics, government, and law affect value creation in the global context Business Dilemma Page 14 Research Questions Page 20 Literature Review Page 27 Strategy & Action Plan Page 38

MT490-6: Evaluate career skills in the field of business and management Business Dilemma Page 14 Research Questions Page 20 Literature Review Page 29 Strategy & Action Plan 0

BUSINESS CASE VIGNETTE


Company Description

Since 1987, Kleenco Maintenance & Construction has been in operation and continues to grow and prosper as time progresses. Kleenco’s corporate office is located in Alexandria, Indiana. Due to continuing growth, and in order to meet customer’s needs, additional satellite offices have been generated across the nation. Kleenco now has offices in Indiana, Arkansas, Arizona, Pennsylvania, and Minnesota. Kleenco conducts maintenance and construction repairs for a wide range of Big Box National Retailers; Wal-Mart, Target, Lowes, Gander Mountain, and Rite-Aid, just to name a few.

Previously known as Kleenco Petroleum Company, the firm was primarily a local company doing underground storage tank removal and smaller-scale construction projects. As a true entrepreneur, one of the owners of Kleenco, now noted as the Chief Operations Officer (COO) and a member of the Board of Directors (BoD), understood that the customer’s needs had to come first. Using the sales and marketing skills he had developed in his academic and career experiences, he began focusing on national customers that operated with multi-site locations. He knew the value of delivering fast, efficient and cost-effective services. He also understood that growth requires collaboration between committed people with various skills and abilities.

Together with two additional owners/partners, Kleenco quickly grew into a recognized leader in the facilities maintenance and construction services industry. Kleenco now operates with five (5) offices across the country, has remote/satellite employees available for dispatch, has formed relationships with providers that are available for emergency requests 24/7, and has continued to grow and prosper in a manner in which the firm can now perform services in over 45 states for some of the largest and most valued companies in the world.

Organizational Design

In any firm, there are various levels of leadership that contribute to the design, structure, and processes involved in creating a strategic model and plan for a firm’s continuous growth and performance. As listed below, Kleenco’s levels of leadership are noted as; the corporate level consisting of the three owners who hold positions on the Board of Directors (BoD), the president, CEO, COO; the business level of corporate managers; and the functional level consisting of various layers of managers involved in the operations, research and development, finance/accounting, marketing, human resources, field employees, and general administrative personnel. The three (3) business levels are as follows:

Corporate Level – BoD, CEO, COO Business Level – Corporate Managers Functional Level – Managers of Operations, Research & Development (R&D),

Finance/Accounting, Marketing, and Human Resources (HR)

According to the publication by Marinaccio (2007), the organizational structure is deemed as necessary in a firm to ensure that controls are in place and to provide guidance and accountability in the performance of employees and managers, and the quality of service that is being provided.


In order for Kleenco’s employees to achieve the desired goals, the organization’s structure should be clear and concise. As shown above in Appendix A, Kleenco’s organizational chart reflects the hierarchy of the staff and the chain of command. The organizational chart is a great management tool that should be shared throughout the firm to ensure that all parties are informed as to whom to contact in various departments and to reflect how all the departments are intertwined.

Organizational Systems

Systems within an organization depict how tasks can be completed and are used in every facet to the firm. As systems are developed and implemented, the procedures for the specific tasks within the system must be created and put into action. By implementing business processes and procedures, the firm can then enforce and control the expectations of the employees which are conducting that specific role. Organizational systems add value to a firm and can open up more business opportunities. Having systems in place, and properly noting the requirements and steps involved, is a way for a firm to hold employees accountable, analyze issues or concerns in operations, find ways to re-structure or streamline the current applications, and takes strides to indefinitely make changes to business systems and transactions as the needs of the consumers change.

Firms must ensure that they are using applications and systems that will aid in streamlining operation techniques in which they can meet the consumer needs in a productive manner. Maintaining strong communications at all levels of the organization can serve to be very beneficial. The information technology (IT) department assists in implementing and monitoring the software applications being used. The IT department aids in building a strong business framework that can discuss issues and concerns, develop new ideas, and address security issues within a well-developed organizational structure (Chi-Hung & Jung-Chi, 2012).

As technology and business needs change, Kleenco has been continuously monitoring the firm’s various software applications that are currently being used and communicates issues and concerns with the executive teams. Kleenco has grown tremendously over the past three years and has seen a substantial increase in work order requests which can attribute to slow response time in some of the current applications being used. Kleenco has taken on the challenge of the quick increase in work order requests and is currently working on growing the staff. The


growing requests, and increase to staff, is also triggering the IT department to add and implement new software applications while at the same time finding ways to integrate current systems to meet the needs of the customers and the field employees that are working remotely.

Organizational Policies

Organizational policies are guidelines that serve as an outline and guide of various sectors within the firm. An organization’s policies generally consist of the general expectations of the actions of the employees and a detailed explanation on policies, rules, regulations, laws, and general principles. By having structured policies, an organization can run more effectively, employees can gain a better understanding of the structure of the firm, and employees can be evaluated on performance. Two of the key factors of an organization’s policies are focused on ethics and procedures.

Business ethics are often defined as business practices and decision-making that is considered as being morally and socially responsible. Per the article published by Fassin, Van Rossem, & Buelens (2011), in many organizations it is recognized that ethical actions and corporate social responsibility (CSR) often overlap or run parallel with each other in regards to how a business chooses to operate or in making decisions. CSR encompasses a wide variety of tactics that revolve around protecting the environment, philanthropy, volunteering and interacting with the community and stakeholders, and following ethical labor practices. Corporate Social Responsibility (CSR) is the idea that a business has a duty to serve society in general, as well as the financial interest of the stockholders. CSR is a form of corporate self-regulation integrated into a business model that makes the firm aware of how their actions affect the community, environment, and stakeholders, while safeguarding the interests of the stockholders to ensure stability.

Kleenco works in business ethics that are very structured. Kleenco ensures that employees are properly trained in all aspects of governmental, regulatory, and environmental protections practices to reinforce that they make great strides to protect the environment. They are trained in erosion control corrective actions and prevention measures to safeguard land, air, and water quality. Kleenco consults with customers on environmental actions/concerns that can be found in pond situations and help stores to find ways to quickly clean-up or control mold through their use of remediation services (Environmental Expert, 2015). Kleenco works very closely with a wide range of community local partnerships with schools, fundraisers, and 4-H projects. They also work very closely with various financial firms and environmental compliance affiliates.

Procedures are developed by the individuals that are performing the tasks. As defined in the article by Reagans, Argote, & Brooks (2005), being that all individuals have different skills, knowledge, and opinions, the organization can find ways in which all of these different opinions and ideas can help to generate and build into structuring policies and procedures in which the firm can expand into to new ventures and/or areas of service. Kleenco appreciates, values, and seeks entrepreneurs/intrapreneurs that can be used in all departments and divisions of the firm to find ways to grow and prosper. By using experienced staff members that have owned and/or operated their own business, Kleenco is allowing them the opportunity to take risks that has led to their continued success. By having staff members that work flawlessly in either an office or remote setting, they have served to be very beneficial when emergency calls are dispatched and


an experienced staff member is needed onsite. Kleenco has open policies in place which allow experienced staff members to conduct services as deemed necessary to ensure to meet the needs of the customer while still remaining compliant.

Organizational Culture

Organizational culture is a system of shared assumptions, values, and beliefs that determine how people are to behave in the firm. These shared values have a strong influence on the people in the organization and dictates how employees are to dress, act, and perform their jobs. Organizational culture is based on the following:

Self-Performance Capabilities Leadership Staff Collaboration of Entrepreneurs/Intrapreneurs Policy of Rules, Regulations, Processes, Procedures, and Expectations Professional Staff Members in Specialized Trades

Various cultures within the organization can attribute to more creative ways of thinking and allowing for differences in beliefs, opinions, viewpoints, and experiences to be derivative in generating continuously changing perspectives on better business strategies, systems, applications, and restructuring and/or implementing new operation practices.

Career development involves a combination of sociological, educational, physical, and economic factors that can help to transform an individual on a personal level and throughout their career (Florence & Lee 2012). By enforcing and implementing proper and continuous training within the organization, Kleenco is able to ensure customers that they are receiving top notch service through highly experienced, certified, knowledgeable, and skilled employees that practice quality performance. The more training and support that an individual receives from their employer, the more their personal confidence builds and this attributes to superior performance throughout all of the customer’s requests.

Innovation and Entrepreneurship

Kleenco works on the basis of practicing incremental innovation in lieu of breakthrough innovation. Incremental allows for simple changes or adjustments to be made to Kleenco’s services in order to ensure that the customer’s needs and expectations can be met. Some of these simple changes can prove to be a bit cumbersome or irritable to some employees so Kleenco managers and team leaders have to ensure that all parties are properly alerted to the new expectation(s) by coordinating spontaneous meetings to keep everyone informed.

Kleenco allows employees that have been past entrepreneurs to work in a collaborative setting in which they can actually use their skills and knowledge to serve the firm as intrapreneurs. Through the use of current applications, triggering various changes to processes, and building on strategic goals, this creative way of collaborating has enabled Kleenco to remain competitive in the industry.


Mission Statement

The mission statement of Kleenco Maintenance & Construction is depicted in the following statement which derives from the employee handbook:

The company’s mission is to provide our customers with comprehensive, multi-site, multi-state facility maintenance services. We react quickly and professionally to our customers’ needs so they can provide an uninterrupted, quality experience to their guests. Our commitment is to utilize our own competent and professional workforce as often as possible, ensuring quality control and providing our customers with the highest level of service. Kleenco sets the standard in the facility maintenance industry in quality, customer service, and responsiveness. We provide our employees with the training and resources they need in order to meet the growing and changing needs of our customers.

A mission statement is created and posted to reflect the basic roles, concepts, and perceptions of the organization through the current business attributes that are applied to the services provided and encompasses the firm’s values, scope of business, and public image (Azaddin, 2012). Mission statements should be reviewed on a routine basis and reposted according to be all inclusive of Kleenco’s changes as the firm progresses.

Values and Objectives

Kleenco‘s values and objectives are empowering and descriptive in ensuring that they have the customer, employee, and society as the main focus of securing a reputation of stability and existence. Kleenco can focus on continuous improvements and implementing processes, policies, and strategies that will match their objective and values, as follows:

To fulfill customer’s needs and generate enthusiasm through excellent service, and serves as the highest priority of every employee

By providing every employee with the knowledge and understanding that is needed to make responsible business decisions through the use of guidelines, policies, and procedures

To continuously generate an exciting environment in which employees can take great pride in their performance

To operate in a financially responsible manner which will enable Kleenco to commit to profitability and quality

To develop an environment in which Kleenco employees can experience career growth and be recognized for performance

Kleenco has continuous education reimbursement programs and conducts monthly management training seminars open to all employees interested in growing on their skills. Kleenco also conducts activities in which employees can concentrate on moral, ethical and legal approaches to dealing with normal day-to-day activities and decisions. Through role playing and various office games and surveys, the employees can experience and generate creative ways to interact among themselves and with customers.


Company Products

Over the past two decades, Kleenco has successfully completed numerous construction and property maintenance projects throughout the United States. Kleenco now performs work in many different markets including: stormwater systems construction and maintenance services, exterior building maintenance services, fencing and landscaping services, asphalt paving installation, maintenance and repair services, concrete repair and replacement services, grease trap repair and maintenance services, lift station maintenance and repair services, electrical and plumbing services, spill remediation and clean-up services, and general construction remodeling and restoration services.

Service Products

Kleenco offers services for an ever expanding list of Big Box retailers across the nation. Through systems that are implemented by the customers, the Kleenco employees are capable of retrieving the store contact information, the scope of the work order request, and the allotted time frame that a technician is to arrive onsite after dispatch. In the event that the field technicians are not available, Kleenco has recently created a department in which subcontractors are researched and hired to conduct the service in remote regions. With the onset of the Sourcing department, and through the use of a growing field staff, Kleenco is capable of providing almost any work order request for maintenance and/or construction work that can range from as little as replacing a single floor tile to paving an entire parking lot.

Value Proposition

Value proposition is a promise that an organization makes to reflect on the value of service the consumer can expect to be delivered and is the main reason that a consumer would feel the need to use the service (Lindic & Marques, 2011). Kleenco has a very strong reputation in the maintenance and construction industry with Big Box retailers and referrals tend to be the main drivers of how Kleenco continues to gain attention for new clients. Although Kleenco’s website quickly reflects and depicts their general services, it seems as though the webpage could use some reformatting or structuring that would reflect the current Big Box retailers they service across the nation. By pointing out that Kleenco works for some of the largest retailers in nation, this could serve to be intriguing in gaining attention as being a very reputable firm. By adding value to Kleenco’s reputation through the website portal, future clients would be able see at a quick glance the retailers Kleenco performs work orders for.

Customers

Kleenco’s customers expect prompt replies to the work order requests and depict the time frame in which the technician is to arrive onsite. Customer requests range from a two hour response time all the way up to 21 days in some instances. In order to meet the customer’s high demand and continuous increase in requests, Kleenco created a subsidiary department that could handle locating subcontractors in regions across the nation that could be dispatched to meet the customer’s demands in regions in which Kleenco does not have the field staff available. Hence, the birth of the Sourcing department which was created in 2013. To meet the customer needs, Kleenco’s Sourcing department has had to quickly acclimate to the various demands, find ways to meet the specified time frames, create policies and procedures, generate applicable forms, and


find subcontractors that would be able to provide documentation that would meet all the legal, regulatory, and compliance stipulations to meet governmental requirements.

State of the Maintenance & Construction Industry

Although the World Economic Forum has noted that the construction industry has been stagnant over the past 40 years, technology is playing a huge role in changing the industry. As more applications are becoming available through remote resources, the industry can gather data and process business transactions while being onsite or working from a remote location (Rothballer, Castagnino & Gerbert, 2016). The use of technology and software applications through cell phones, iPads, laptops, notebooks, and other various remote devices, can generate quick access to company information. This could attribute to a 20% decrease in expenses for projects and services, as well as creating substantial improvements in the time associated with completion, safety, and quality.

Kleenco has made great strides and spent a substantial amount of time and money in ensuring that Kleenco can meet the increasing demands of the industry while still remaining competitive. Increases in technology devices for the field staff ensures that the customer’s demands can be met in a remote setting which saves time and money. Applications and software are consistently being monitored and adjusted as Kleenco’s needs change. As technology changes, and as finances permit, Kleenco is looking into to using larger customer relationship management (CRM) software packages that will aid in integrating Kleenco’s current applications into a business model that will serve the purpose of more facets and departments of the organization.

Impact of Law and Government on the Industry Conclusion

Kleenco is limited in regards to bidding on or conducting services for government construction projects. The laws set into action by the federal government have set rules and regulations in which contractors must be paid prevailing wages and is determined by the type of work being performed (Leef, 2010). Kleenco avoids bidding wars on government commercial sites that require higher than normal hourly rates. Kleenco avoids working with government entities that are going to enforce that the employees are paid higher than normal wages that meet the wage ceiling that is noted in top union wages for that trade in the specified state and/or region. For example, It has been noted by Kleenco’s operation managers that Kleenco will not conduct asphalt services in the state of Illinois, due to the fact that the majority of the employees in the asphalt and trucking industry for the state are union employees, or receive prevailing wage, and will not work for firms that are not noticed and recognized by a local union within the industry.

Conclusion

There are drivers and triggers that Kleenco should consider when looking in achieving their long-term goals. By evaluating and listing the drivers and triggers, Kleenco can closely review their actions as an independent organization through management interaction, employee functions, customer inquiries, supplier inventory controls, product/service expectations, organizational processes, and the IT department’s perspectives of applications being utilized to their full potential.


BUSINESS DILEMMA

Introduction

As Kleenco Maintenance & Construction continues to grow and expand, so has the necessity to create a department that could assist in completing work order requests that reached outside the regions that were accessible by the field crews. In order to meet the customer’s needs in a timely manner, the Sourcing department was developed. The Sourcing department’s responsibility is to find subcontractors that are willing to assist with completing work order requests as needed, in their area of operations, and specified by the type of trade they service.

The Sourcing department is focused on ensuring that all work order requests are completed in the time specified by the customer and to ensure subcontractors are in compliance. Besides employees that are intimately involved in the Sourcing department, the largest focus is on the stakeholders, subcontractors, and regulatory compliance organizations. To comply with regulatory organizations, and to strive for customer satisfaction and continued support from the subcontractors, the Sourcing department is very focused on the scope of the creation of FileMakaer (FM). The customers will benefit from work order requests for repairs being done quickly and inexpensively, while the subcontractors will benefit by generating revenue and an outstanding reputation as being reliable and dependable.

Sourcing is willing to work diligently at building and implementing a system that can streamline processes in a well-structured business framework/matrix. In order for FileMaker to be a success, Kleenco must include Executive leaders and experienced staff members to assist with information planning, management and controls, processes and procedures, and implementation of the new application to ensure that the organization is conducting business in an ethical and regulatory manner.

Problem and Opportunity Matrix

Course Outcome Problem/Opportunity Explanation

MT490-1: Evaluate information management, planning, and control in business environments.

Problem: Due to the overwhelming amount of maintenance associated with monitoring and recording personal and legal information for subcontractors, there is a need to integrate information into a more structured system or database. This would allow for all corresponding documentation for work orders and the subcontractors legal documents to be stored, reviewed, and monitored in a structured and secure system.

The security of an organization’s information is essential to protect sensitive information. As the use of electronic communications continues to increase, firms are transferring more documents containing legal, banking, and confidential information through the use of technology. In order to generate a database that can house confidential and case sensitive material, Kleenco would need to identify legal issues and security risks to ensure that all data housed by the organization are protected and secured. Per the article by Christensen, McNamara, and O’Shea (2007), it has been recognized that the construction industry has been very reluctant in adapting the electronic sources of technology in the transferring of information. Through the use of secure data applications, Kleenco can quickly grow the library of subcontractors they can use as resources to meet the needs of the customers work order requests.


MT490-2: Analyze organizational processes and procedures in a variety of business settings.

Opportunity: Employees should engage in assisting the department and/or organization in brainstorming on ideas that will attribute to improving processes and procedures. Building on the system requirements will assist employees in completing work order requests in a quicker and well-structured manner in order to meet the increasing demands of the customers.

Through the use of committed employees, Kleenco can use their knowledge, strengths, and skills to build on processes that can increase the profitability of the organization. By encouraging interaction in the development of new processes and procedures, Kleenco is gaining the support of the employees through participation, and all parties will create and gain a sense of ownership, commitment, and responsibility for decision making and the implementation of new ideas (Amah & Ahiauza, 2013). As progression is made, Kleenco employees will gain a sense of empowerment and will be more apt to engage in problem solving of future issues or concerns of the firm.

MT490-3: Synthesize appropriate principles, concepts, and frameworks for making ethical decisions.

Opportunity: Create business model that pertains to how the creation and integration of systems interact with current departmental concepts, principles, and processes. Business model should also depict and map out how the actions being implemented would trigger reactions throughout other aspects of the organization; internally within other departments and externally with the subcontractors, suppliers, and customers.

As noted in the article “Creating Value Through Business Model Innovation” written by Amit (2012), businesses that have grown very quickly over their competitors have more success and save money in emphasizing and creating change through business model innovation. Kleenco is already very well rooted in the maintenance and construction industry but due to the tremendous growth that has been seen, Kleenco would greatly benefit in implementing new systems that would allow the organization to meet the high demands while also remaining extremely competitive in the market. Through the innovation of an efficient business model, Kleenco will be able to address customer needs as they change, create new activities and ideas, and create value for the firm.

MT490-4: Assess the roles that structure, management, and leadership play in organizational performance.

Problem: Employee morale is essential to the success of an organization. Notice and concern has been addressed that employees are experiencing frustration and feeling overwhelmed with extreme increase in work load. Stressing importance of easier applications or shared databases.

Employees who feel as though their concerns are heard and taken into consideration are more likely to carry around the feeling of job satisfaction. Attitudes affect how work is conducted and can filter through daily interactions internally and externally (Landis, Vick, and Novo, 2015). In order for Kleenco to find ways to grow and prosper, the concerns of the employees, and the customers that they serve, should be evaluated to determine how positive outcomes can be created and extended throughout the organization and all the stakeholders. As Kleenco continues to experience quick growth, the employees/customers/subcontractors can serve as strong resources in determining how databases can be generated to make the work process flow more efficiently in order to handle continuous increases in the customer’s requests for service. Job satisfaction and positive recognition can be huge morale boosters and can attribute to productive and profitable job performance.

MT490-5: Evaluate how economics, government, and law affect value creation in the global context.

Opportunity: Kleenco should always look for ways to promote continuous improvement processes that will allow them to remain competitive in the global market while focusing on maintaining the core values of the organization.

An increase in the initiative of continuous process improvements has evolved around competition in the global market. In order for continuous process improvements to be beneficial, top level managers should appreciate the importance of competition and the need for change (Jabnoun, 2001). Issues of economics, and consumer’s desire to acquire the services, are huge contributing factors in how Kleenco is perceived in the industry. To remain competitive in the global market, Kleenco should ensure that various factors are taken into consideration in promoting the firm’s value to


account for the following; the current state in the economy, remaining up-to-date on laws, government regulations, compliance requirements, and in creating a business that notes continuous improvements. Kleenco should begin the process of continuous improvements around the basic understanding of why the firm should improve and what values should be improved upon.

MT490-6: Evaluate career skills in the field of business and management.

Opportunity: Create a framework for a formal departmental training program. Kleenco’s Sourcing department does not have a training program documented for incoming staff members.

In order for Kleenco to remain well-structured and competitive, a standardized training manual should be created and implemented for the Sourcing Department. Changes in processes have proven to quickly fluctuate in the organization as the Sourcing Department, and its roles and activities, are continuously being adjusted as the team is acclimated to the organization while integrating specialized processes. Although the Sourcing Department is extremely busy, sufficient training can serve to be very beneficial and profitable to the firm. Per the article “The Importance of Quality Training” (1994), by creating a training manual that can work in conjunction with a set training coordinator, Kleenco can give incoming employees the benefits and advantage of working to their full potential while contributing to the continued growth and success of the organization.

Information Planning, Management, and Controls

Due to the overwhelming amount of maintenance associated with monitoring and recording personal and legal information for subcontractors, there is a need to integrate information into a more structured system or database. This would allow for all corresponding documentation for work orders and the subcontractors legal documents to be stored, reviewed, and monitored in a structured and secure system.

The security of an organization’s information is essential to protect sensitive information. As the use of electronic communications continues to increase, firms are transferring more documents containing legal, banking, and confidential information through the use of technology.

In order to generate a database that can house confidential and case sensitive material, Kleenco would need to identify legal issues and security risks to ensure that all data housed by the organization are protected and secured. Per the article by Christensen, McNamara, and O’Shea (2007), it has been recognized that the construction industry has been very reluctant in adapting the electronic sources of technology in the transferring of information. Through the use of secure data applications, Kleenco can quickly grow the library of subcontractors they can use as resources to meet the needs of the customers work order requests.

Business Process and Procedure

Employees should engage in assisting the department and/or organization in brainstorming on ideas that will attribute to improving processes and procedures. Building on the system requirements will assist employees in completing work order requests in a quicker


and well-structured manner in order to meet the increasing demands of the customers.


Principles and Frameworks for Making Ethical Decisions

Creating a business model that pertains to how the creation and integration of systems interact with current departmental concepts, principles, and processes. The business model should also depict and map out how the actions being implemented would trigger reactions throughout other aspects of the organization; internally within other departments and externally with the subcontractors, suppliers, and customers.


Leadership in Organizational Performance

Employee morale is essential to the success of an organization. Notice and concern has been addressed that employees are experiencing frustration and feeling overwhelmed with extreme increase in work load. The Sourcing department’s stress factors trigger the importance of easier applications or shared databases.



Economics, Law, and Government

Kleenco should always look for ways to promote continuous improvement processes that will allow them to remain competitive in the global market while focusing on maintaining the core values of the organization.

An increase in the initiative of continuous process improvements has evolved around competition in the global market. In order for continuous process improvements to be beneficial, top level managers should appreciate the importance of competition and the need for change (Jabnoun, 2001). Issues of economics, and consumer’s desire to acquire the services, are huge contributing factors in how Kleenco is perceived in the industry. To remain competitive in the global market, Kleenco should ensure that various factors are taken into consideration in promoting the firm’s value to account for the following; the current state in the economy, remaining up-to-date on laws, government regulations, compliance requirements, and in creating a business that notes continuous improvements. Kleenco should begin the process of continuous improvements around the basic understanding of why the firm should improve and what values should be improved upon.

Career Skills of Business and Management

Create a framework for a formal departmental training program. Kleenco’s Sourcing department does not have a training program documented for incoming staff members.


Conclusion

In order to ensure that all aspects of the FM process are taken into consideration, Kleenco staff members must gather in workshops based on various levels in the firm (i.e., Executive, Legal, IT, HR, Accounting, Sourcing Agents, etc.). Workshops allow all areas of concern to be addressed in the early phases of development. This ensures all aspects of the company that are affected by the transactions of the FM application are of the implications of the program design. Ideas should be noted according to the level of importance and concern. Metrics and analysis are critical to ensure all parties understand the ideals of FM’s progression.


As Kleenco grows and expands, the firm must continue to focus on the growth and progression of customer satisfaction while implementing all necessary applications that allow them to compete in the business world. Basic steps in building FM correctly have to be addressed, reviewed, tested, and applied as business needs allow to validate it is operating accordingly.


MANAGEMENT RESEARCH QUESTIONS

Introduction

Organizations use different business research methods for different purposes. They use both quantitative and qualitative methods to conduct business research. These methods use the collected data through interviews and questionnaires. The results are obtained by analyzing these data through various methods like regression analysis, cross-sectional analysis, etc. The most commonly used methods of research are qualitative and quantitative. Qualitative consists of interviews, focus groups, and the study of people and their cultures. Quantitative consists of case studies, surveys, and experiments.

As Kleenco Maintenance & Construction continues to grow and expand, so has the necessity to create a department that could assist in completing work order requests that reached outside the regions that were accessible by the field crews. Therefore, the Sourcing department was developed.

The Sourcing department is focused on ensuring that all work order requests are completed in the time specified by the customer and to ensure subcontractors are in compliance. Besides employees that are intimately involved in the Sourcing department, the largest focus is on the stakeholders, subcontractors, and regulatory compliance organizations. To comply with regulatory organizations, and to strive for customer satisfaction and continued support from the subcontractors, the Sourcing department is very focused on the scope of the creation of the application known as FileMakaer (FM). With the implementation of FM, the customers will benefit from work order requests for repairs being done quickly and inexpensively, while the subcontractors will benefit by generating revenue and an outstanding reputation as being reliable and dependable.

Sourcing is willing to work diligently at building and implementing a system that can

streamline processes in a well-structured business framework/matrix. In order for FileMaker to be a success, Kleenco must include Executive leaders and experienced staff members to assist with information planning, management and controls, processes and procedures, and implementation of the new application to ensure that the organization is conducting business in an ethical and regulatory manner. Through extensive research efforts and a dedicated staff, Kleenco can work through many of the organization’s business dilemmas and find ways to streamline strategies and processes that will assist in making better business decisions.

Information Planning, Management, and Controls


Major Management Research Question: How can all corresponding documentation for work orders and the subcontractor’s legal documents be stored, reviewed, and monitored in a structured and secure system?


Minor Investigative Research Question # 1: Is there an internal data source that can be used to attach electronic documents in a manner that is easily accessible by all users for quick referencing purposes?

Minor Investigative Research Question # 2: Who is going to be in control of receiving, monitoring, and controlling the incoming documents to ensure they are being attached to appropriate subcontractor’s profile and to ensure compliance expectations are met?

Business Process and Procedure

Employees should engage in assisting the department and/or organization in brainstorming on ideas that will attribute to improving processes and procedures. Building on the system requirements will assist employees in completing work order requests in a quicker and well-structured manner in order to meet the increasing demands of the customers.

Major Management Research Question: How can building on the system requirements assist employees in completing work order requests in a quicker and well-structured manner in order to meet the increasing demands of the customers?

Minor Investigative Research Question # 1: Is there a selection process in determining which employees will be selected to share their knowledge, skills, and strengths to assist in building on the processes, or is this an open forum opportunity?

Minor Investigative Research Question # 2: In order to commit to the creation of the metrics to be applied and to gain a sense of ownership for the implementation of the new ideas, will employees be permitted ample time to participate while simultaneously gaining recognition for their participation?

Principles and Frameworks for Making Ethical Decisions


Major Management Research Question: Which business model would best depict and map out how the actions being implemented will trigger reactions throughout other aspects of the organization; internally within other departments and externally with subcontractors, suppliers, and customers?

Minor Investigative Research Question # 1: How can Kleenco benefit in implementing new systems that would allow the organization to meet the high demands while also remaining extremely competitive in the market?

Minor Investigative Research Question # 2: Through the innovation of an efficient business model, how will Kleenco be able to address customer needs as they change, and


create new activities and ideas, while still maintaining value for the firm?

Leadership in Organizational Performance


Major Management Research Question: How can Kleenco assist employees in reducing the stress levels that have been observed as the need for easier applications and/or shared databases are on the rise?

Minor Investigative Research Question # 1: Is Kleenco evaluating ways to make improvements that will attribute towards positive outcomes that can be created and extended throughout the organization and all the stakeholders?

Minor Investigative Research Question # 2: Being that employees, customers, and subcontractors can serve as strong resources, has Kleenco conducted interviews or surveys that will aid in determining what areas of inefficiency should be addressed?

Economics, Law, and Government

Kleenco should always look for ways to promote continuous improvement processes that will allow them to remain competitive in the global market while focusing on maintaining the core values of the organization.

Major Management Research Question: What issues involving economics, laws, government regulations, and compliance requirements should Kleenco take into consideration to remain competitive in the global market?

Minor Investigative Research Question # 1: How can increasing the initiative of continuous process improvements serve beneficial in how Kleenco is perceived among competitors in the global market?

Minor Investigative Research Question # 2: What basic understandings, and core values, should top level managers concentrate on to ensure stability in the industry in order to remain actively competitive?

Career Skills of Business and Management

The Sourcing department should create a framework for a formal departmental training program. Kleenco’s Sourcing department does not have a training program documented for incoming staff members.

Major Management Research Question: How are the quickly fluctuating changes in processes, and all corresponding roles and activities, being adjusted as the team is acclimated to the organization while integrating specialized processes?


Minor Investigative Research Question # 1: Is there a standardized training manual created and implemented for the Sourcing Department that reflects step-by-step processes for all aspects of the specified job description?

Minor Investigative Research Question # 2: Is there a set training coordinator for the department that acclimates new employees to the firm’s standards, policies, procedures, processes, and expectations?

Through the use of sufficient research, the organization can develop and implement an action plan by searching for information, examining the research, examining contextual factors, articulating the outcomes, monitoring the implementation process, evaluating the outcomes, and examining data to understand the continuously changing needs of the firm. To operate efficiently, firms should continue to reflect, revise, and improve on all aspects of their actions and processes.

Conclusion

In order to ensure that all aspects of the firm’s processes are taken into consideration, Kleenco staff members must gather in workshops based on various levels in the firm (i.e., Executive, Legal, IT, HR, Accounting, Sourcing Agents, etc.). Workshops allow all areas of concern to be addressed in the early phases of development. Research covers various aspects of the company that are affected by transactions within the firm’s applications and assists in the implications of program designs. Ideas should be noted according to the level of importance and concern. Metrics and analysis are critical to ensure all parties understand the ideals of the organization’s progression.

As Kleenco grows and expands, the firm must continue to focus on the growth and progression of customer satisfaction while implementing all necessary applications that allow them to compete in the business world. Basic steps in building FM correctly have to be addressed, reviewed, tested, and applied as business needs allow, to validate it is operating accordingly.


LITERATURE REVIEW

Introduction

As stated previously, there are drivers and triggers that Kleenco should consider when looking in achieving their long-term goals. By evaluating and listing the drivers and triggers, Kleenco can closely review their actions as an independent organization through management interaction, employee functions, customer inquiries, supplier inventory controls, product/service expectations, organizational processes, and the IT department’s perspectives of applications being utilized to their full potential.



The Sourcing department is focused on ensuring that all work order requests are completed in the time specified by the customer and to ensure subcontractors are in compliance. Besides employees that are intimately involved in the Sourcing department, the largest focus is on the stakeholders, subcontractors, and regulatory compliance organizations. To comply with regulatory organizations, and to strive for customer satisfaction and continued support from the subcontractors, the Sourcing department is very focused on the scope of the creation of the application known as FileMakaer (FM). With the implementation of FM, the customers will benefit from work order requests for repairs being done quickly and inexpensively, while the subcontractors will benefit by generating revenue and an outstanding reputation as being reliable and dependable.

Organizational Dilemma One: Information Planning, Management, and Controls


The security of an organization’s information is essential to protect sensitive information. As the use of electronic communications continues to increase, firms are transferring more documents containing legal, banking, and confidential information through the use of technology.


In order to generate a database that can house confidential and case sensitive material, Kleenco would need to identify legal issues and security risks to ensure that all data housed by the organization are protected and secured. Per the article by Christensen, McNamara, and O’Shea (2007), it has been recognized that the construction industry has been very reluctant in adapting the electronic sources of technology in the transferring of information. Through the use of secure data applications, Kleenco can quickly grow the library of subcontractors they can use as resources to meet the needs of the customers work order requests.

FileMaker (FM) is an internal data source application that has been used by several departments in the organization’s earlier years, but it was short lived after just a few years. It was not user friendly for the field crews if they did not have remote service to the company’s server while onsite for the work order requests. Office managers found it to be somewhat useful in regards to its geographical capabilities for the store locations in correspondence to the work order requests. Eventually FM was put to rest by all departments of the company except for one, and even those users have dwindled down to just a few.

The significance of the creation of FM is for IT to build a template in the application that matches the same field indicators that are being used in the current spreadsheet reflecting subcontractor’s information. Once subcontractor information can be imported into the application, it will be reviewed for accuracy and tested. As the application is implemented, the brainstorming begins on adding specified indicators for various legal documents, a GPS locator, and quick search indicators such as by trade of service, zip code, etc. As things progress, the ideal is to have this application used company-wide. “From a process perspective, understanding and linking to the strategic choice has a significant impact on individual business processes, the way they will be designed and the expected outcomes” (Jestin & Nelis, 2014, p. 157). As Executives, Operation managers, Sourcing management, IT management, and Sales managers analyze the effects of FM, it will continue to prosper and become a very important application that assists in driving the company.

As business needs permit, the outcome is that information will be obtained from other areas of operations and their subcontractors can be added to the portal to be used by other facets of the firm. Various departments will slowly be implemented into using the FM application to meet their needs in locating subcontractors that are already familiar with Kleenco’s requirements to complete work order requests for the customers. Until all securities can be properly implemented, there are two Administrators that have permissions to review, attach, and file the subcontractor legal documents into the FM portal and in an electronic vault used by the Accounting department.

Organizational Dilemma Two: Business Process and Procedures Through the use of committed employees, Kleenco can use their knowledge, strengths,

and skills to build on processes that can increase the profitability of the organization. By encouraging interaction in the development of new processes and procedures, Kleenco is gaining the support of the employees through participation, and all parties will create and gain a sense of ownership, commitment, and responsibility for decision making and the implementation of new ideas (Amah & Ahiauza, 2013). As progression is made, Kleenco employees will gain a sense of empowerment and will be more apt to engage in problem solving of future issues or concerns of


the firm.

Employees should engage in assisting the department and/or organization in brainstorming on ideas that will attribute to improving processes and procedures. Building on the system requirements will assist employees in completing work order requests in a quicker and well-structured manner in order to meet the increasing demands of the customers.

The scope of the creation of FM is to build a portal, or library, of subcontractors that are used on a regular basis in various regions. As time progresses, an additional step is to add a section in FM that houses the work order requests, at which point, the agents can find a subcontractor in a specified geographical location of the store on the work order and by trade. FM is to also be used as a housing application in which agents can verify that subcontractor’s legal documents have been received accordingly and are in compliance with federal and customer regulations.

Strategic planning and operational planning will both attribute to the business management ideal. Based on operational needs, Kleenco needs to be consistent in pursuing the FM application. The FM application will assist all sectors of the firm. As FM is being discussed, built, and tested for future implementation, Kleenco staff members involved (managers, agents, data entry personnel, accounting, legal, and so on) can all benefit from the use of the FM portal. The strategy is to build a library data source for each individual subcontractor on file, and all work orders that are processed throughout the firm.

Organizational Dilemma Three: Principles and Frameworks for Making Ethical Decisions



Clarity can reveal various steps to be applied and implemented to build the FM application to be used company-wide to meet the needs of all departments:

Obtain work order from customer Enter work order information into FM (i.e. store #, address, work order details) Search FM for applicable subcontractor based on specified search indicators Click GPS indicator and a list of subcontractors generates reflecting trade, radius from

store, etc.


Contact subcontractor and dispatch to store to complete work requests depending upon time indicated by the customer (2 hours to 72 hours)

Click generate work order indicator and the work order request is prefilled with all work order information, store information, and subcontractor assigned at which time it is emailed to subcontractor as well

If subcontractor is not available in specified area, make cold calls to hire and direct all pertinent information to be entered into FM for the new subcontractor

Also, there are drivers and triggers that may cause the organization to consider FM by looking at and listing these drivers and triggers from organizational, management, employee, customer, supplier/partner, product or service, process and IT perspectives. Drivers and triggers for implementing FM are noted below:

Organization – as an organization, FM can be used to validate a customer or subcontractor in seconds (GPS location, trade, number of work order conducted, legal documents on file, contact information)

Management – management can quickly tract work order status per the agents information placed into FM, can validate regulatory and compliance concerns, etc.

Employees – employees can quickly and easily decide if they can use an existing subcontractor or is they need to search for a new subcontractor to use in that region

In order to remain competitive in the business world, Kleenco must ensure they can maintain their strong customer base while keeping up with the competition. “In order to become and remain successful and competitive, businesses must continuously improve their processes. Failure to do so is likely to result in higher costs, lower revenues, less motivated employees and fewer satisfied customers. Business Process Management (BPM) is a powerful tool businesses can use to keep all aspects of operations running optimally” (Espenson, 2015)

Organizational Dilemma Four: Leadership in Organizational Performance



As the FM application is implemented, the specified indicators for various legal documents, a GPS locator, and quick search indicators are allocated. This will allow work orders


to be automatically generated in the portal as the notification is received from the customer and in turn, the subcontractor is notified of the work order requests via email notification by the click of a button. This eliminates the time that is normally spent making phone calls, manually generating work orders for subcontractors, etc. In order to remain competitive, Kleenco must maintain their strong customer base while keeping up with the competition. “In order to become and remain successful and competitive, businesses must continuously improve their processes. Failure to do so is likely to result in higher costs, lower revenues, less motivated employees and fewer satisfied customers” (Espenson, 2015).

In order to ensure that all aspects of the FM process are taken into consideration, Kleenco staff members must gather in workshops based on various levels in the firm (i.e., Executives, Legal, IT, HR, Accounting, Sourcing Agents, etc.). Workshops allow all areas of concern to be addressed in the early phases of development. This ensures all aspects of the company that are affected by the transactions of the FM application are aware of the implications of the program design. Ideas should be noted according to the level of importance and concern. Metrics and analysis are critical to ensure all parties understand the ideals of the module for FM’s progression. “It is important to regularly communicate progress and findings from the workshop. Business process metrics are critical for the understand phase. Metrics are a standard measure that analyze performance in a particular area” (John & Johan, 2014).

Metrics analysis are used to understand the processes involved and how they affect the various departments, the time associated with the processes, prioritizing various stages of the application, and to generate business increases that attribute to growth through all departments. There are three metrics of the FM application that play the biggest role in the Kleenco’s success: customer satisfaction, subcontractor compliance, and increased revenues. Metrics involved in the scope of FM and its application growth and progression are as follows:

Customer Satisfaction: Ensures repeat services Builds Kleenco’s reputation as being hospitable, reliable, and dependable Quicker invoice payments for services rendered

As Kleenco grows and expands, so do the customer requests for work orders. In order to ensure continued positive customer satisfaction ratings, the agents of the Sourcing department should be able to generate more work orders in a shorter amount of time while using reliable sources that have been entered in the FM portal as subcontractors.

Example: Before FM, the process of receiving a work order and dispatching a subcontractor could take hours while trying to find someone from the yellow pages that was willing to conduct services based on the extensive instructions they were given. With the implementation of FM, the work orders are electronically fed into the application and the subcontractors are already on file. With the click of a button and GPS assistant in FM, the subcontractor is automatically selected based on radius from the store, the work order details are generated into a work order template, and the work order request is emailed to the subcontractor to be dispatched onsite.

Subcontractor Compliance: Ensures subcontractor is aware of all expectations from Kleenco and customer Documentation from subcontractor is housed to prove their legal status conduct business Regulatory compliance and valid insurance records deter penalties by way of an audit


As business needs increase, so does the need to hire reliable, legal, and trustworthy subcontractors. Subcontractors assist Kleenco in completing more work order requests in various regions in which our field crews are not able to travel to. As regional requests expand, so does the library of subcontractors on file.

Example: Before FM, a cumbersome spreadsheet and physical files housed all the information as it pertained to the work order and the corresponding subcontractor. There was no data source in which the subcontractor’s information could be viewed by all agents without having to sort through files, and legal documentation was being lost and/or misplaced. With the implementation of FM, all subcontractor information is entered into the portal (i.e. name, address, phone, etc.) and legal documents received are uploaded into the portal. This allows agents to access subcontractors on file and to view all their corresponding documents to ensure they are in compliance and available to run work order requests.

Increased Revenues Kleenco generates more revenue as work orders are completed quicker Subcontractors generate more revenue as customer requests increase Customer requests increase allowing for more employees to meet customer needs

Customer requests are completed in a quicker manner which allows for the need for additional subcontractors in various regions and trades. Customer satisfaction builds Kleenco’s reputation and allows for continued growth. As business needs increase, revenue increases allow the firm to hire more employees to work with and monitor the customer’s requests and the subcontractor’s requirements.

Example : Before FM, there were four agents in the Sourcing department and an agent would be lucky to submit five (5) invoices a day for work completed. At which time, it took approximately 30 days for the invoice to be paid by the customer so that Kleenco’s subcontractors could be paid. With the implementation of FM, the Sourcing department now has 25 agents and a multitude of Regional Managers that travel to stores to ensure accuracy on jobs completed and customer satisfaction. On average, each agent can now submit 20 invoices a day for invoicing and the customer receives electronically which allows the payments to be received from customer in a matter of days so that subcontractors can now be paid in half the time.

As various phases of the FM portal are being analyzed, tested, and implemented the amount of increased revenue allows for more monies to build on the application, maintain customer satisfaction, track subcontractor’s compliance, and hire more employees. Business Process Management (BPM) is a powerful tool businesses can use to keep all aspects of operations running optimally. BPM gives step-by-step guidance as to various aspects of the firm and operations that need to be taken into consideration when building a business application such as FM. All steps need to be taken slowly and tested for accuracy prior to being released for use to a large scale number of employees. Quick release of an idea prior to taking safeguards for accuracy, testing, and management support can lead to quick failure of a good idea that was implemented too early.

Organizational Dilemma Five: Economics, Law, and Government

An increase in the initiative of continuous process improvements has evolved around competition in the global market. In order for continuous process improvements to be beneficial,


top level managers should appreciate the importance of competition and the need for change (Jabnoun, 2001). Issues of economics, and consumer’s desire to acquire the services, are huge contributing factors in how Kleenco is perceived in the industry. To remain competitive in the global market, Kleenco should ensure that various factors are taken into consideration in promoting the firm’s value to account for the following; the current state in the economy, remaining up-to-date on laws, government regulations, compliance requirements, and in creating a business that notes continuous improvements. Kleenco should begin the process of continuous improvements around the basic understanding of why the firm should improve and what values should be improved upon.

Kleenco should always look for ways to promote continuous improvement processes that will allow them to remain competitive in the global market while focusing on maintaining the core values of the organization. As situations have changed in the industry, Kleenco has found a need to consider restructuring their systems in order to meet business needs and to become more structured and competitive in the various markets they are associated with. The current processes that are being used seem to be well implemented until research began and it revealed all the various applications that were being used by all the departments in the firm. Each application had its own complexities, programming capabilities, training concerns, and coding errors which prevented them from being integrated into one system that could be used by multiple departments on a global level.

A workshop was conducted between three of the firm’s top levels of management. All their ideas were integrated into a plan that would allow them to roll-out their ideas in phases that could be manageable and feasible. An administrative associate was assigned as the information resource for FM and would serve as the liaison in working with the IT department. The administrative associate could focus on the integration of the processes as the phases were structured. All intentions were to move towards a process management structure and the metrics, governance, and process models could be well structured, tested, and approved prior to roll-out.

As the FM model is being set-up, it seems to be going as planned but it was quickly realized that not all departments are sharing pertinent information with one another. Some departments seemed to be keeping important aspects of their department’s operations to themselves as a way to hold onto control to their processes. The CEO of the firm is on-board with the FM implementation but the VP of IT is controlling what data is being applied between the varying systems and is limiting what was being shared between all the key players. These actions have slowed down the progression of FM and have stalled with some of the steps involved in moving forward quick enough to be implemented accordingly. Kleenco is also beginning to spend more time on employee’s contributions to building and testing the systems and on systems integrations than had been budgeted. Teams were put into place to work together in building the model yet all the lines of communications between the departments, management, and executives were not open.

To remain competitive in the industry and the markets, Kleenco has created and began using the RASCI model (Appendix B). In the RASCI model only one person can be responsible for the process while one other person is accountable for all the actions of the remainder of the staff members that serve to support, communicate, and inform all parties involved in building, testing, and continuously reviewing FM’s progression and status.


The RASCI Model describes the steps of innovation noted above and to who is responsible for which task involved in building on the next set of tasks to be implemented, tested, reviewed, and approved by Senior and Executive management for FM. Per the text, Business Process Management, 3rd Edition, reflects and defines the RASCI model as follows:

• R = Responsibility - the person who owns the problem or activity.• A = Accountable - To whom “R” is responsible for and must sign off (approve) the work

before it is effective.• S = Supportive - can provide resources or information in a supporting role in the

completion of the process or activity• C = Consulted - has information and/or capability that is necessary to complete the

process or activity.• I = Informed—must be notified of the results of the process or activity, but need not be

consulted during execution.

The RASCI module “allows an organization to have the opportunity for management not only to empower staff and make people’s jobs more interesting, but also to reward them in more interesting ways (other than financial) and provide promotional opportunities. The more this can be taken into account, the easier it will be for this to be presented, approved, and implemented” (John & Johan, 2014.

Organizational Dilemma Six: Career Skills of Business and Management


Creating a framework for a formal departmental training program can greatly serve all aspects of Kleenco’s best business practices. Kleenco’s Sourcing department does not have a training program documented for incoming staff members. The Sourcing department Administrator has begun working diligently with the various levels of the Sourcing department in order to streamline processes and procedures in order to create a detailed training manual. The training manual will depict step-by-step instructions of all the various job descriptions within the department and at all levels (managers, interns, agents, projects, etc.). The procedures will also include print screens for reference, all applicable forms, customer specs, example documents, levels of hierarchy within the department, and a list of acronyms. As procedures are being documented, the designated training coordinator ensures that training documents are accurate and reports additional changes or concerns to the Administrator.


Conclusion

All businesses should work towards their goal of seeking an application that meets all their business needs in production, customer service, compliance, and regulatory concerns. By securing a reliable team, the business can work towards a common goal that fits all the needs of the departments and the parties involved. “One of the seemingly obvious ways to organize a business would seem to be by process, or how work should and does get done within organizations. Granted, it’s not the only reasonable way to organize. Because functions involve critical skills necessary to make organizations work, that is a useful structure to have within a company. Because customers and products can differ, it’s sometimes helpful to organize around different types of customers or products, hardware versus software in a computer company” (Wittenborg, 2014).

As Kleenco grows and expands, the firm must continue to focus on the growth and progression of customer satisfaction while implementing all necessary applications that allow them to compete in the business world. Basic steps in building FM correctly have to be addressed, reviewed, tested, and applied as business needs allow to validate it is operating accordingly.

"There are no secrets to success. It is the result of preparation, hard work, and learning from failure."

-- Colin Powell


STRATEGY AND ACTION PLAN

Introduction

In order to remain competitive in the industry, Kleenco should ensure that they are prepared to face many business obstacles by consistently realigning the firms strategies through the use of action plans and applications that can aid in consistent growth, while still remaining savvy in the use of pertinent technology. In order to remain competitive in the business world, Kleenco must ensure they can maintain their strong customer base while keeping up with the competition. As stated by Espenson (2015), businesses must continuously improve their processes in order to remain successful and competitive. Failure to do so could result in lower revenues, higher costs, less motivated employees, and fewer satisfied customer. Through the use of a sufficient business process strategy and action plan, Kleenco can maintain that all aspects of the organization are running optimally.

The following strategies and action plans that are being developed and discussed are derivative of the concerns that have been addressed in the business case. Processes are being evaluated to determine some of the root cause issues that have been discovered through questioning and research of many facets of the organization. By addressing these concerns with leadership and management within the organization, Kleenco’s executive committee, along with a diverse staff, can work together and find ways to make improvements when deemed necessary. Through consistency and determination, the firm can gain a better understanding of operations, assign ownership, and trigger personal development in all levels of the organization.

Strategy and Action Plan: Information Planning, Management, and Controls

The Sourcing department is focused on ensuring that all work order requests are completed in the time specified by the customer and to ensure subcontractors are in compliance. Besides employees that are intimately involved in the Sourcing department, the largest focus is on the stakeholders, subcontractors, and regulatory compliance organizations.

Strategy

To comply with regulatory organizations, and to strive for customer satisfaction and continued support from the subcontractors, the Sourcing department is very focused on the scope of the creation of the application known as FileMakaer (FM). With the implementation of FM, the customers will benefit from work order requests for repairs being done quickly and inexpensively, while the subcontractors will benefit by generating revenue and an outstanding reputation as being reliable and dependable.

SMART + C Objectives

SMART goal setting is one of the most effective and yet least used tools for achieving goals. Once a firm outlines the specific project or strategy, it's time to activate the goal and set specific time goals. With the SMART checklist, Kleenco can evaluate objectives. SMART goal setting clarifies the way goals come into existence, and the criteria in which they can be implanted. Outcome one is as follows:


Specific: Through the use of the initial spreadsheet tracking system being used to document

subcontractors, IT works with team members to create sections in the FM application that correspond with information on spreadsheet that are deemed necessary.

Measurable: Creation of the required fields in FM are on target to be complete within a two week

timeframe so that the import process can be completed.Achievable:

Once import is successful, review and validation of imported information is checked for accuracy and to be completed within two weeks by administration. The task of attaching legal documentation to subcontractor profile is beginning and should be current within a two month period.

Relevant: Subcontractor information is confirmed for accuracy and two key employees are to begin

using FM database to help in defining any potential concerns and to advise on how well database serves it purpose to quickly find subcontractors in a specified region

Timed: Time spent locating subcontractors in FM vs. using the tracking spreadsheet has cut

research time in half by using search filters applied in databaseChallenging:

After proper timing, testing, and documentation it has been decided that additional data is being added to FM to house the work information. Team members are somewhat irritable with learning a new application but are adjusting quickly.

Risks and Barriers

In order to generate a database that can house confidential and case sensitive material, Kleenco has had to identify legal issues and security risks to ensure that all data housed by the organization are protected and secured. Per the article by Christensen, McNamara, and O’Shea (2007), it has been recognized that the construction industry has been very reluctant in adapting the electronic sources of technology in the transferring of information. Through the use of secure data applications, Kleenco has been able to quickly grow the library of subcontractors that can be used as resources to meet the needs of the customers work order requests.

Contingency Plan

In order to ensure that subcontractor information and legal documentation is not lost, there is a process in place in which the Accounting department saves the information in the Sage/Timberline database that they are currently using to create purchase orders, invoice, post transactions, and make payments.

Strategic Alignment

After proper timing, testing, and documentation it has been decided that additional data is being added to FM to house the work information. This will allow a GPS system to quickly locate subcontractors by a specific trade within a set radius of the store location needing services


Action Plan

1. Address administration’s concerns of having to pass on legal documentation to accounting in order to update an additional database.

2. Analyze expense and security issues that have created limitations in the use of Sage/Timberline for sharing subcontractor documentation.

3. Ensure IT is working to integrate FM to work in conjunction with Sage/Timberline to eliminate additional work.

4. Research in investing in a Customer Relationship Management (CRM) application in which all information can be integrated in one portal that is accessible by all employees.

Strategy and Action Plan: Business Process and Procedures


Strategy

Strategic planning and operational planning will both attribute to the business management ideal. Based on operational needs, Kleenco needs to be consistent in pursuing the FM application. The FM application will assist all sectors of the firm. As FM is being discussed, built, and tested for future implementation, Kleenco staff members involved (managers, agents, data entry personnel, accounting, legal, and so on) can all benefit from the use of the FM portal. The strategy is to build a library data source for each individual subcontractor on file, and all work orders that are processed throughout the firm


SMART goal setting is one of the most effective and yet least used tools for achieving goals. Once a firm outlines the specific project or strategy, it's time to activate the goal and set specific time goals. With the SMART checklist, Kleenco can evaluate objectives. SMART goal setting clarifies the way goals come into existence, and the criteria in which they can be implanted. Outcome two is as follows:

Specific: Employees should engage in assisting the department and/or organization in

brainstorming on ideas that will attribute to improving processes and procedures. Team members performing the work contribute to the department’s needs.

Measurable: Building on the system requirements will assist employees in completing work order

requests in a quicker and well-structured manner in order to meet the increasing demands


of the customers. Time can be cut in half, at the minimum, in the beginning of FM’s implementation.

Achievable: FM is to be used as a housing application in which agents can verify that subcontractor’s

legal documents have been received accordingly and are in compliance with federal and customer regulations. By verifying subcontractors are compliant, agents can ensure that proper insurance coverage is on record in the event of an accident.

Relevant: By implementing the work order portal in conjunction with the subcontractor portal in

FM, the employees are becoming increasingly confident in dispatching for work orders. The work order process has went from 30-45 minute time frame to a 15-20 minute timeframe; from time work order request received to time of initial dispatch.

Timed: Work orders are being automatically generated as administrators and coordinators receive

the requests from the customer. Once subcontractor commits, agent clicks a button and the work order automatically generates and gets sent via email.

Challenging: Although learning a new application can be challenging, the employees are gaining

confidence in the efficiency of FM and the Sourcing department is gaining immense and positive recognition throughout the firm.

Risks and Barriers

There are delays in work order progression and dispatch when there are no subcontractors on file in a specific region. This attributes to additional time by agents to make calls to area subcontractors to find someone that is willing to complete the work indicated and can comply and provide all corresponding legal documentation prior to going onsite for maintenance. Desolate regions can attribute to declining work orders from customers.

Contingency Plan

At times, manual work orders must be created in the event that FM goes down or if IT is conducting maintenance on the application. Through the use of customer portals, agents can access work order information through their web-based sites and can still dispatch subcontractors as needed. Agents work by regions, therefore they have contact information imported into their Kleenco company issued phones and tablets so they can work remotely if needed.

Strategic Alignment

In order to remain consistent with customer requests, Kleenco is now providing some subcontractors with devices that will allow them to have access to the work order information and all applicable documents. By allowing the subcontractor to work through a Kleenco device, IT can monitor what information subcontractors have access to. This allows Kleenco to maintain their high rating of responsiveness while still remaining reliable and dependable to the customer.

Action Plan

1. Encourage employees to share ideas and/or concerns with leadership to ensure that Kleenco can continue to grow and progress.


2. Gather ideas that serve as triggers in adding sections to the FM applications that can serve beneficial to the agents.

3. Brainstorm on adding fields that could streamline tracking of work order progressions. For example, adding a field for the ETA date on the work order application in FM can trigger an alert to the agent 24 hours before the onsite visit is due.

4. Give agents time to collaborate amongst each other and to coordinate with subcontractors to make sure they remain on schedule to meet the customer’s request.

Strategy and Action Plan: Principles and Frameworks for Making Ethical Decisions

As noted in the article “Creating Value through Business Model Innovation” written by Amit (2012), businesses that have grown very quickly over their competitors have more success and save money in emphasizing and creating change through business model innovation. Kleenco is already very well rooted in the maintenance and construction industry but due to the tremendous growth that has been seen, Kleenco would greatly benefit in implementing new systems that would allow the organization to meet the high demands while also remaining extremely competitive in the market.

Strategy



SMART goal setting is one of the most effective and yet least used tools for achieving goals. Once a firm outlines the specific project or strategy, it's time to activate the goal and set specific time goals. With the SMART checklist, Kleenco can evaluate objectives. SMART goal setting clarifies the way goals come into existence, and the criteria in which they can be implanted. Outcome three is as follows:

Specific: Through the innovation of an efficient business model, Kleenco will be able to address

customer needs as they change, create new activities and ideas, and create value for the firm

Measurable: Business models can streamline processes and cut back on the amount of time it takes to

complete specific tasks. By building FM, and all applicable steps, work orders can be completed in 50% less time than the Sourcing department was previously experiencing.

Achievable: Kleenco can build and expand on the implementation of FM by surveying employees,

customers, and subcontractors on how things are currently operating and applying suggestions into building on other facets of the FM application, or within Kleenco as a whole.

Relevant:


FM is progressively being used by all Sourcing department employees and receives positive feedback and recognition for how efficiently and quickly the application allows work orders to be created and dispatched.

Timed: Other business units within Kleenco are now curious about the FM application and are

inquiring on the speed in which the agents can dispatch and track work orders as they progress.

Challenging: Although FM has immense challenges in regards to adding fields and the lack of

integration with other applications of the firm, many employees become anxious about having to update more than one portal, when the need arises. The challenges are triggering the need for Kleenco to look into CRM applications and SharePoint sites to streamline processes and make information available company wide.

Risks and Barriers

If Kleenco does not create a business framework that is clear and concise, feeling of insecurity and ethical processes can come to light. Kleenco should work with great clarity in how FM is created and applied prior to releasing for use by the remainder of the organizations. Too many users can trigger lost information or lack of consistency if FM is not properly monitored under a strong umbrella of leadership.

Contingency Plan

Several department managers have been given the opportunity to review the FM application that the Sourcing department has built to meet their needs. Measures are being taken to train managers in the near future. Training will be conducted in small stages so that adjustments to FM can be made to meet the needs of other departments, if the need if deemed necessary.

Strategic Alignment

All members of the leadership team would like to find a way in which FM can be implemented with the Accounting department’s application. Managers want to have access to see the progression of invoices coming in and out to ensure that subcontractors are being paid in a timely manner and to ensure Kleenco’s customers are meeting the payment requirements. Managers also want access to supplier information to ensure efficiency.

Action Plan

1. Note the disagreements and fears that the Accounting department has addressed with the FM application, in regards to it deterring employees from updating the Sage/Timberline portals.

2. Conduct a demonstration on how quickly work orders can be generated, dispatched, and completed, which will enforce to the Accounting department how the Sourcing leadership team is confident about FM’s capabilities and insecurities will begin to dissipate.

3. Reveal steps to the Accounting team to gain reassurance that the agents must still submit and request Purchase Orders and payments through the Sage/Timberline portal.


4. Sourcing leadership should gain Accounting’s support in the ease of using a CRM system in the near future and how its use will flow through all departments.

Strategy and Action Plan: Leadership in Organizational Performance

Employee morale is essential to the success of an organization. Notice and concern has been addressed that employees are experiencing frustration and feeling overwhelmed with extreme increase in work load. The Sourcing department’s stress factors trigger the importance of easier applications or shared databases. Employees who feel as though their concerns are heard and taken into consideration are more likely to carry around the feeling of job satisfaction. Attitudes affect how work is conducted and can filter through daily interactions internally and externally (Landis, Vick, and Novo, 2015). In order for Kleenco to find ways to grow and prosper, the concerns of the employees, and the customers that they serve, should be evaluated to determine how positive outcomes can be created and extended throughout the organization and all the stakeholders.

Strategy

In order to ensure that all aspects of the FM process are taken into consideration, Kleenco staff members must gather in workshops based on various levels in the firm (i.e., Executives, Legal, IT, HR, Accounting, Sourcing Agents, etc.). Workshops allow all areas of concern to be addressed in the early phases of development. This ensures all aspects of the company that are affected by the transactions of the FM application are aware of the implications of the program design.


SMART goal setting is one of the most effective and yet least used tools for achieving goals. Once a firm outlines the specific project or strategy, it's time to activate the goal and set specific time goals. With the SMART checklist, Kleenco can evaluate objectives. SMART goal setting clarifies the way goals come into existence, and the criteria in which they can be implanted. Outcome four is as follows:

Specific: Metrics and analysis are critical to ensure all parties understand the ideals of the module

for FM’s progression.Measurable:

Ideas should be noted according to the level of importance and concern. Achievable:

Metrics analysis are used to understand the processes involved and how they affect the various departments, the time associated with the processes, prioritizing various stages of the application, and to generate business increases that attribute to growth through all departments.

Relevant: Kleenco should always look for ways to promote continuous improvement processes that

will allow them to remain competitive in the global market while focusing on maintaining the core values of the organization.


Timed: As the FM model is being set-up, it seems to be going as planned but it was quickly

realized that not all departments are sharing pertinent information with one another. Some departments seemed to be keeping important aspects of their department’s operations to themselves as a way to hold onto control to their processes.

Challenging: VP of IT is controlling what data is being applied between the varying systems and is

limiting what was being shared between all the key players. These actions have slowed down the progression of FM and have stalled with some of the steps involved in moving forward quick enough to be implemented accordingly

Risks and Barriers

Kleenco is beginning to spend more time on employee’s contributions to building and testing the systems and on systems integrations than had been budgeted. Teams were put into place to work together in building the model yet all the lines of communications between the departments, management, and executives were not open.

Contingency Plan

All intentions are to move towards a process management structure and the metrics, governance, and process models could be well structured, tested, and approved prior to roll-out.

Strategic Alignment

As various phases of the FM portal are being analyzed, tested, and implemented the amount of increased revenue allows for more monies to build on the application, maintain customer satisfaction, track subcontractor’s compliance, and hire more employees.

Action Plan

1. Build business models using the guidelines noted within Business Process Management (BPM) and include all portals and departments of the organization.

2. Use BPM’s powerful tools to ensure that Kleenco can use them in a manner that helps to keep all aspects of operations running optimally.

3. Note BPM’s step-by-step guidance as to various aspects of the firm and operations that need to be taken into consideration when building a business application such as FM.

4. Take steps slowly and test for accuracy prior to being released for use to a large scale number of employees.

5. Avoid quick release of the FM application model prior to taking safeguards for accuracy, testing, and gaining management support which can lead to quick failure of a good idea that was implemented too early.

Strategy and Action Plan: Economics, Law, and Government

An increase in the initiative of continuous process improvements has evolved around competition in the global market. In order for continuous process improvements to be beneficial, top level managers should appreciate the importance of competition and the need for change


(Jabnoun, 2001). Issues of economics, and consumer’s desire to acquire the services, are huge contributing factors in how Kleenco is perceived in the industry. Strategy

To remain competitive in the global market, Kleenco should ensure that various factors are taken into consideration in promoting the firm’s value to account for the following; the current state in the economy, remaining up-to-date on laws, government regulations, compliance requirements, and in creating a business that notes continuous improvements. Kleenco should begin the process of continuous improvements around the basic understanding of why the firm should improve and what values should be improved upon.


SMART goal setting is one of the most effective and yet least used tools for achieving goals. Once a firm outlines the specific project or strategy, it's time to activate the goal and set specific time goals. With the SMART checklist, Kleenco can evaluate objectives. SMART goal setting clarifies the way goals come into existence, and the criteria in which they can be implanted. Outcome five is as follows:

Specific: Kleenco has found a need to consider restructuring their systems in order to meet

business needs and to become more structured and competitive in the various markets they are associated with.

Measurable: The current processes that are being used seem to be well implemented until research

began and it revealed all the various applications that were being used by all the departments in the firm

Achievable: Each application had its own complexities, programming capabilities, training concerns,

and coding errors which prevented them from being integrated into one system that could be used by multiple departments on a global level.

Relevant: A workshop was conducted between three of the firm’s top levels of management. All

their ideas were integrated into a plan that would allow them to roll-out their ideas in phases that could be manageable and feasible.

Timed: All intentions were to move towards a process management structure and the metrics,

governance, and process models could be well structured, tested, and approved prior to roll-out.

Challenging: As the FM model is being set-up, it seems to be going as planned but it was quickly

realized that not all departments are sharing pertinent information with one another. Some departments seemed to be keeping important aspects of their department’s operations to themselves as a way to hold onto control to their processes.

Risks and Barriers


The CEO of the firm is on-board with the FM implementation but the VP of IT is controlling what data is being applied between the varying systems and is limiting what was being shared between all the key players. These actions have slowed down the progression of FM and have stalled with some of the steps involved in moving forward quick enough to be implemented accordingly. Kleenco is also beginning to spend more time on employee’s contributions to building and testing the systems and on systems integrations than had been budgeted.

Contingency Plan

Teams have been put into place to work together in building the FM model yet all the lines of communications between the departments, management, and executives were not open. Therefore, Sourcing leadership has kept the FM application within the department to avoid interference and deterring tactics by departments that have shown resistance.

Strategic Alignment

To remain competitive in the industry and the markets, Kleenco has created and began using the RASCI model (Appendix B). In the RASCI model only one person can be responsible for the process while one other person is accountable for all the actions of the remainder of the staff members that serve to support, communicate, and inform all parties involved in building, testing, and continuously reviewing FM’s progression and status.

Action Plan

1. Build RASCI Model to meet business needs (See Appendix B)2. Create the RASCI Model to describe the steps of innovation to be monitored while

indicating who is responsible for which task involved.3. Indicate the next set of tasks to be implemented, tested, reviewed, and approved by

Senior and Executive management for FM. 4. Allow for Kleenco’s management to have the opportunity not only to empower staff and

make people’s jobs more interesting, but also to reward them in more interesting ways and provide promotional opportunities.

Strategy and Action Plan: Career Skills of Business and Management

Changes in processes have proven to quickly fluctuate in the organization as the Sourcing Department, and its roles and activities, are continuously being adjusted as the team is acclimated to the organization while integrating specialized processes. Although the Sourcing Department is extremely busy, sufficient training can serve to be very beneficial and profitable to the firm. Per the article “The Importance of Quality Training” (1994), by creating a training manual that can work in conjunction with a set training coordinator, Kleenco can give incoming employees the benefits and advantage of working to their full potential while contributing to the continued growth and success of the organization.

Strategy

In order for Kleenco to remain well-structured and competitive, a standardized training


manual should be created and implemented for the Sourcing Department. Creating a framework for a formal departmental training program can greatly serve all aspects of Kleenco’s best business practices. Kleenco’s Sourcing department does not have a training program documented for incoming staff members. The Sourcing department Administrator has begun working diligently with the various levels of the Sourcing department in order to streamline processes and procedures in order to create a detailed training manual.


SMART goal setting is one of the most effective and yet least used tools for achieving goals. Once a firm outlines the specific project or strategy, it's time to activate the goal and set specific time goals. With the SMART checklist, Kleenco can evaluate objectives. SMART goal setting clarifies the way goals come into existence, and the criteria in which they can be implanted. Outcome six is as follows:

Specific: By creating a training manual and depicting procedures, the Sourcing department is

creating a process that is expected to be followed while assisting agents in having a guide to reference, when applicable

Measurable: The training manual and all procedures are in the process of being created and will

include step-by-step instructions of how to complete the specified task. Achievable:

Training manual will include print screens and acronyms that are used within the organization and should be completed by year end 2016

Relevant: Sourcing leadership has assigned administrator and team leads to work together to ensure

that all knowledge, skills, and applications of the department are intertwined and accounted for.

Timed: Management, Executives, and HR will review training manual to ensure company-wide

procedures and expectations are being following and implemented.Challenging:

Greatest challenge is breaking down all the different lines of business into step-by-step measures to ensure nothing is being missed when accessing customer’s portals, etc.

Risks and Barriers

As customer’s expectations and processes change, the training expectations and steps have to be continuously monitored and adjusted to ensure that Kleenco is meeting compliance and regulatory requirements. This can lead to a lapse in time of meeting expectations until all team members are brought up to speed on the changes.

Contingency Plan

To ensure that all team members remain current on the procedures and processes, in lieu of the training manual being generated, all applicable team members are sent email notifications


alerting them to the changes. Also, there is a departmental storage application in the Kleenco server which houses all applicable procedures, processes, and forms as they are being created, reviewed, approved, and released for final implementation.Strategic Alignment

The training manual will depict step-by-step instructions of all the various job descriptions within the department and at all levels (managers, interns, agents, projects, etc.). The procedures will include print screens for reference, all applicable forms, customer specs, example documents, levels of hierarchy within the department, and a list of acronyms. As procedures are being documented, the designated training coordinator ensures that training documents are accurate and reports additional changes or concerns to the Administrator.

Action Plan1. Administrator and team leaders will need to generate a schedule in which job shadowing

can be conducted in order to gather information for processes2. Administrator will set aside two hours per day to gather pertinent information for

processes and procedures3. Administrator begins gathering required documents and generating print screens to

coincide with step-by-step processes4. Administrator and team leaders have weekly meetings with Sourcing department

management to receive approval and sign offs

Conclusion

As FM is being established, tested, and ready to roll-out, Kleenco should ensure they have set up a mentor, mentee, and a job shadowing schedule for each phase of the roll-out process and for each department that is associated with the various phases or implementation processes. Per the Small Business Chronicle, “mentoring is a one-to-one program with an established, experienced mentor working closely with a new or junior employee to share their knowledge, perceptions and relationships and is designed to show the employee the ropes. Job shadowing is a useful approach to train an employee that follows mentor around for a given period. The employee meets with mentor frequently, attends meetings and observes the mentor in daily activities” (Richards, 2015).

As FM was created by the administrative assistant and IT staff members, the department managers and executives had to agree with the idea of what FM had to offer and had to approve further progression of the application’s development and testing. Once the basics of FM were set into place by the administrative assistant and thoroughly tested for accuracy, the department manager had to determine who the first tester would be. The administrative assistant was classified as the mentor and had chosen two other employees (agents) that could be used as testers and mentee(s) for FM testing. The determination was made to use one strong and one weak computer application user so that various stages of errors and issues could be addressed while testing. The administrative assistant sat with both agents and showed them the new FM application while explaining the current functions that were ready to use, and explained the future vision/goal of where Kleenco would like to see the application in the future. Various questions and concerns were addressed. As the administrative assistant sat with the mentees during their use of FM, a whole new perspective was awakened on how to add to the application to make other aspects of the department work quicker and more proficient.


FM ideas that were generated from the mentor and mentees were taken to the department manager for approval to present to IT to help build additional fields for use. The fields were built, tested, and approved again by executives so that FM production and growth could continue. As the original mentees were training with the mentor, they were coincidentally also job shadowing with the mentor. They learned many of the aspects of the requirements and steps that had to be taken to ensure that FM was progressing properly and within standard and regulatory requirements of the firm. As the original mentor continued to grow and expand on building on the FM implementation measures that needed to be completed to work with other applications in various other departments, the original mentees then became mentors. They were now mentors to the remainder of the agents and department members that needed to be trained accordingly.


“Growth is a spiral process, doubling back on itself, reassessing and regrouping.”~ Julia Margaret Cameron

“All change is not growth, as all movement is not forward.”~ Ellen Glasgow


REFERENCES

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APPENDIX A

Figure 1: Kleenco Maintenance & Construction – Organizational Chart


APPENDIX B

Figure 1: RASCI Model – Sourcing Department – FM Application

RASCI Model - Sourcing Department - FM Application

Activity Description

Senior Manager

DeptManager

DeptAdmin/Coor

dIT

Manager AgentsNeed and urgency to create the FM application to meet business needs R RA S C IBuild an application that will aid and assist agents A C SElectronic data filing or an application that can be used by all staff members of department is strongly urged and needed A RA C S ICreating FM template for the FM application to receive imported information and generate field indicators R I A Ability to search by a specific field to find subcontractor in which ever manner is easier for their needs R RA A SC I

R = Responsibility A = Accountable S = Supportive C = Consulted I = Informed

unit 10 - business case - final draft

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