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2

BUS 210 Project One Management Brief

Overview The SNHU Pet Supply Company is a 30-year-old organization based in Manchester, New Hampshire that produces and sells pet supplies. The company has 200 employees in Manchester; 100 employees in a satellite office in Denver, Colorado; and a remaining 300 employees who work remotely throughout the country. The organization has had to rapidly expand due to a substantial increase in consumer demand over the past two years. Organizational Mission The SNHU Pet Supply Company’s mission is to provide high-quality pet food, treats, and toys to dogs and cats. Note: If you would instead like to use the mission statement you created with your group in the Module Four discussion, you may do so. Culture Statement The SNHU Pet Supply Company is staffed by a diverse group of more than 500 employees who love pets and appreciate the joy and friendship they bring to our homes and communities. We are a passionate, friendly group of people who strive to provide high-quality products and customer-first services across the nation to our customers and their pets. Organizational Goals

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

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

Organizational Structure

The organization is divided into three divisions: food, toys, and supplies. Each division has its own product development, merchandising, marketing, sales, supply chain, and retail operations department. Although some of these departments collaborate on major projects, such as nationwide marketing campaigns, they usually work independently. The company also has other departments that cover all three divisions, such as Human Resources (HR) and Informational Technology (IT). The Manchester and Denver offices are headed by the vice presidents (VPs) of each location. Most of the remote workers report to the VP at Manchester, although a handful are associated with the Denver office as well. Each office has its own divisional and departmental managers, and although these managers are given some independence on how to manage their teams, most decisions must be approved by their VPs or the executive leadership in Manchester.

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

Organizational Communication The company primarily relies on formal communication methods such as email and in-person meetings; however, each colocated division also has its own preferred communication tools. Communication tools vary from comments in live documents (through Google’s G Suite applications or Microsoft Office 365) to instant messaging tools (through Skype, Teams, or Slack) to in-office whiteboards. Employees and managers often note in feedback surveys that they do not receive information in a timely, consistent fashion, and that more often than not, they hear about major changes and initiatives through the grapevine or through informal conversations with coworkers. Employees on shared-services teams (HR and IT) also note that the different team cultures and communication preferences across divisions and locations make it difficult for them to collaborate and communicate with their coworkers.

Management Approaches As the company grew rapidly to meet consumer demands, it experienced rapid turnover. Leaders promoted veteran employees to management roles based on years of experience. These new managers were assigned direct reports at random, including direct reports from colocated divisions and fully remote employees working on colocated teams.

Many of the new managers had little management experience. As a result, the company provided a two- day intensive management training and provided all managers with a handbook that outlined the standard company-management practices. Managers were expected to follow the standard practices in the handbook. These practices included using an authoritative, results-based management style; resolving performance issues quickly based on standard processes; and fulfilling tasks related to project management, meeting facilitation, and decision making for their teams. In feedback surveys, employees frequently noted that their managers were often insensitive and inflexible, leaving little room for others to have a say in decision-making processes. They also reported feeling micromanaged. Managers who responded to the feedback surveys noted that they often felt uncomfortable using the strict, standardized management styles and approaches the company required. While management styles and approaches were standardized across teams, things like productivity tools and collaborative practices were not. As the company grew in size, managers saw a continual decline in productivity. Many managers, especially those new to their roles, often stated they felt overwhelmed and underprepared for their role. To address these concerns, leadership created a new organizational goal focused on improving employee satisfaction and giving managers more autonomy over managing their teams. The changes have been in place for almost a year, and the organization has seen an increase in employee satisfaction. However, your team’s previous manager decided to continue using the old management style, stating that it better suited their personal management style and that it would be most appropriate for their team.

Team Culture Your team has been together for a little over two years. Your teammates describe one another as creative and capable, but they feel their skills are underused, and they have one of the lowest employee satisfaction ratings in the organization. In surveys, their feedback centers around a few specific areas: a lack of autonomy, not feeling heard or valued, and abundant miscommunication. Because the team’s previous manager had maintained the organization’s strict, results-based management style, team members were often pushed to meet short deadlines and focus on quantitative achievements. They felt as though they had no opportunities to get creative, take initiative, or grow. When they asked questions, expressed concerns, or made suggestions for improvements, their previous manager often shot them down in ways that were insensitive. This caused the team to give up trying. The previous manager also tried to keep team members from going “outside the team” to get support or to collaborate. The manager would grow frustrated when teammates would communicate with others and come back with new ideas or knowledge of how other teams were operating, claiming this was “wasted time and energy.” The manager’s mentality also frustrated the team around the time of the organizational change. The team felt left out of the loop regarding organizational initiatives, major announcements, and general updates due to the lack of cross-team and cross-departmental communication. Lastly, the previous manager worked from the Manchester, New Hampshire office and would schedule all team meetings based on Eastern Standard Time, which created scheduling complexities for geographically distributed team members.

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

10/3/21, 5:42 PM Project One Guidelines and Rubric - BUS-210-Q1021 Managing/Leading in Business 21EW1

https://learn.snhu.edu/d2l/le/content/842827/viewContent/14662192/View 1/4

Competency

In this project, you will demonstrate your mastery of the following competencies:

Demonstrate effec�ve management skills and prac�ces in diverse, distributed, and collabora�ve work environments

Explain the interrelatedness of the func�ons and forms of organiza�ons

Scenario

Imagine you are a new manager at the SNHU Pet Supply Company. The company has grown from a small, local pet-supply company into a large organiza�on with loca�ons in

Manchester, New Hampshire and Denver, Colorado. It also employs remote staff. The manager you are replacing was with the team for two years and le� on nega�ve terms, which

exacerbated an already concerning team culture.

You have been asked to present a management plan that addresses iden�fied areas of concern, rebuilds the team’s culture, and aligns organiza�onal prac�ces to leadership.

Leadership has provided you with a management brief that outlines the key pieces of informa�on you will need in order to make informed recommenda�ons.

Direc�ons

Use course resources and the informa�on provided in the Project One Management Brief (located in the Suppor�ng Materials sec�on) to develop recommenda�ons that will meet the

needs of your new team and align with your organiza�on’s mission, vision, culture statement, and goals.

Use the Presenta�on Template to create presenta�on slides that highlight key pieces of informa�on, and use the Speaker Notes Template to outline what you would say when

presen�ng your recommenda�ons in a future mee�ng with leadership. Both templates are located in the What to Submit sec�on.

Specifically, you must address the following rubric criteria:

1. Team Management

A. Leadership and Management: Describe leadership and management prac�ces that you feel would be best suited to manage the team. Explain why you believe these

prac�ces are in alignment with the organiza�on’s mission, culture, and goals, as well as how they would be effec�ve in improving the team’s culture.

B. Followership: Explain how you would leverage your strengths as a leader to strengthen the team’s effec�veness and culture. Also explain how your strengths could be

used to develop followership within your team.

C. Decision-Making Models: Describe decision-making models that you believe will be the most effec�ve for the team and management approach and their alignment with

the organiza�on, as well as how they would be effec�ve in improving the team’s culture.

D. Emo�onal Intelligence: Describe considera�ons for ensuring your management prac�ces are emo�onally intelligent and inclusive of diverse perspec�ves, needs, and

roles within your team. Explain why you believe they are in alignment with the organiza�on and how they would be effec�ve in improving the team’s culture.

2. Communica�on and Collabora�on Across Func�ons

A. Forms and Func�ons: Explain how the various forms and func�ons of the organiza�on impact the team; also explain how the team impacts the various forms and

func�ons across the organiza�on.

B. Communica�on Prac�ces: Describe the strengths and weaknesses of the current communica�on prac�ces being used across func�ons, and recommend be�er ways to

communicate that meet the organiza�on’s needs.

C. Organiza�onal Mission, Vision, and Goals: Explain the general purpose of organiza�onal missions, culture statements, and goals and what these three things say about

the way an organiza�on should operate. Take organiza�onal structure, leadership and management approaches, and diversity and inclusion prac�ces into account when

considering an opera�on.



10/3/21, 5:42 PM Project One Guidelines and Rubric - BUS-210-Q1021 Managing/Leading in Business 21EW1

https://learn.snhu.edu/d2l/le/content/842827/viewContent/14662192/View 2/4

What to Submit

To complete this project, you must submit the following:

Template: Presenta�on Template PPT

Your presenta�on should be between 7 to 10 slides in length, not including the �tle and references slides. Sources should be cited according to APA style.

Template: Speaker Notes Template Word Document

Use complete sentences to outline what you would say in a verbal presenta�on. Sources should be cited according to APA style.

Suppor�ng Materials

The following resource supports your work on the project:

Reading: Project One Management Brief PDF

This document provides an overview of the team’s current management and leadership prac�ces and its exis�ng team culture. Review this informa�on to complete your project.

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

Project One Rubric

Criteria Exemplary (100%) Proficient (85%) Needs Improvement (55%) Not Evident (0%) Value

Team Management:

Leadership and

Management

Exceeds proficiency in an

excep�onally clear, insigh�ul,

sophis�cated, or crea�ve

manner

Describes leadership and

management prac�ces best

suited to managing the team,

explaining why these prac�ces

are in alignment with the

organiza�on’s mission, culture,

and goals, as well as how they

would be effec�ve in

improving the team’s culture

Shows progress toward

proficiency, but with errors or

omissions; areas for

improvement may include

iden�fying prac�ces that are

more closely aligned to the

team’s needs or adding detail

to explana�ons

Does not a�empt criterion 15

Team Management:

Followership

Exceeds proficiency in an

excep�onally clear, insigh�ul,

sophis�cated, or crea�ve

manner

Explains how leadership

strengths can be leveraged to

improve the team’s

effec�veness and culture, as

well as how these strengths

can be used to develop

followership within the team

Shows progress toward

proficiency, but with errors or

omissions; areas for

improvement may include

further explaining leadership’s

impact on team effec�veness

and culture or further

explaining how followership

can be developed within the

team

Does not a�empt criterion 10

10/3/21, 5:42 PM Project One Guidelines and Rubric - BUS-210-Q1021 Managing/Leading in Business 21EW1

https://learn.snhu.edu/d2l/le/content/842827/viewContent/14662192/View 3/4

Criteria Exemplary (100%) Proficient (85%) Needs Improvement (55%) Not Evident (0%) Value

Team Management:

Decision-Making Models

Exceeds proficiency in an

excep�onally clear, insigh�ul,

sophis�cated, or crea�ve

manner

Describes decision-making

models that will be the most

effec�ve for the team and

management approach and

their alignment with the

organiza�on, as well as how

they would be effec�ve in

improving the team’s culture

Shows progress toward

proficiency, but with errors or

omissions; areas for

improvement may include

providing further descrip�ons

of or jus�fica�ons for the

selected decision-making

models

Does not a�empt criterion 10

Team Management:

Emo�onal Intelligence

Exceeds proficiency in an

excep�onally clear, insigh�ul,

sophis�cated, or crea�ve

manner

Describes considera�ons for

ensuring new management

prac�ces are emo�onally

intelligent and inclusive of

diverse perspec�ves, needs,

and roles within the team,

explaining why these prac�ces

are in alignment with the

organiza�on as well as how

they would be effec�ve in

improving the team’s culture

Shows progress toward

proficiency, but with errors or

omissions; areas for

improvement may include

iden�fying more appropriate

emo�onally intelligent

considera�ons or further

explaining the alignment

between emo�onal

intelligence and the

organiza�on

Does not a�empt criterion 10

Communica�on and

Collabora�on Across

Func�ons: Forms and

Func�ons

Exceeds proficiency in an

excep�onally clear, insigh�ul,

sophis�cated, or crea�ve

manner

Explains how the various

forms and func�ons of the

organiza�on impact the team;

also explains how the team

impacts various forms and

func�ons across the

organiza�on

Shows progress toward

proficiency, but with errors or

omissions; areas for

improvement may include

further explaining the

interconnectedness of

organiza�onal forms and

func�ons

Does not a�empt criterion 10

10/3/21, 5:42 PM Project One Guidelines and Rubric - BUS-210-Q1021 Managing/Leading in Business 21EW1

https://learn.snhu.edu/d2l/le/content/842827/viewContent/14662192/View 4/4

Criteria Exemplary (100%) Proficient (85%) Needs Improvement (55%) Not Evident (0%) Value

Communica�on and

Collabora�on Across

Func�ons: Communica�on

Prac�ces

Exceeds proficiency in an

excep�onally clear, insigh�ul,

sophis�cated, or crea�ve

manner

Describes the strengths and

weaknesses of the current

communica�on prac�ces

being used across func�ons

and recommends be�er ways

to communicate that meet the

organiza�on’s needs

Shows progress toward

proficiency, but with errors or

omissions; areas for

improvement may include

further analyzing the

strengths and weaknesses of

the current communica�on

prac�ces or recommending

more appropriate

improvements

Does not a�empt criterion 15

Communica�on and

Collabora�on Across

Func�ons: Organiza�onal

Mission, Vision, and Goals

Exceeds proficiency in an

excep�onally clear, insigh�ul,

sophis�cated, or crea�ve

manner

Explains the general purpose

of organiza�onal missions,

culture statements, and goals

and explains what these three

things say about the way an

organiza�on should operate

Shows progress toward

proficiency, but with errors or

omissions; areas for

improvement may include

providing further explaining

how organiza�onal missions,

culture statements, and goals

both direct and are influenced

by opera�ons

Does not a�empt criterion 15

Ar�cula�on of Response Exceeds proficiency in an

excep�onally clear, insigh�ul,

sophis�cated, or crea�ve

manner

Clearly conveys meaning with

correct grammar, sentence

structure, and spelling,

demonstra�ng an

understanding of audience

and purpose

Shows progress toward

proficiency, but with errors in

grammar, sentence structure,

and spelling, nega�vely

impac�ng readability

Submission has cri�cal errors

in grammar, sentence

structure, and spelling,

preven�ng understanding of

ideas

10

Cita�ons and A�ribu�ons Uses cita�ons for ideas

requiring a�ribu�on, with few

or no minor errors

Uses cita�ons for ideas

requiring a�ribu�on, with

consistent minor errors

Uses cita�ons for ideas

requiring a�ribu�on, with

major errors

Does not use cita�ons for

ideas requiring a�ribu�on

5

Total: 100%