Implementing a New Management Style and Philosophy

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Implementing a New Management Style and Philosophy

Abstract
Homefield Advantage is a company in the lawn and landscape industry. It is a relatively new company under going its third change in management in five years. This paper discusses the flaws that the previous managers incurred and why they failed. The need for a new strategy and management style is necessary in order for the company to survive. The need to develop a low cost strategy to become more competitive will increase revenue. The results of the new manager will be based on profit. The paper discusses the problems that need to be addressed and what changes will be made.

Homefield Advantage: Implementing a New Management Style and Philosophy Homefield Advantage is a company specializing in the care of sports fields, home lawn care, and landscaping for residential homes and larger companies. It was formed in the spring of 2004 as a side company of the Louisville Bats baseball team. Initially, the company was only to be used for lawn care treatments. This then turned into mowing, sports fields, landscaping and even some irrigation. Using the Louisville Bats name as an umbrella, the company was able to bring in great business the first year by renovating fields for local schools and maintaining little leagues. While this was not the intended purpose of the company, this is where all of the money was made the first year. The company has gone through many changes in the short amount of time it has been operational. These changes have been both good and bad, but the majority of them have worn down the moral, camaraderie, and willingness to change for the crew that has remained with the company through management changes. This proposal will attempt to define the changes in the organizational structure and strategy of the company and what the benefits will be. I have just been handed the reigns as the third manager of Homefield Advantage, and my ideas on managing differ completely form the previous managers. Neither of the previous two manager’s styles worked for what this company needs. The first manager was very unorganized and never established any leadership and let each employee under him do their own thing, which created chaos and inefficiency. The second manager used the old scientific management style of his way or no way. This worked the first year he was there by reestablishing the business with more organization and efficient methods. This did not work for this company very long because his style eventually broke down the employees and created conflict among everyone. The employees no longer felt like they could contribute any ideas or say anything about what was or was not working. The problems of the company are now my problems. The owners of the company have made it clear that unless we can be profitable quickly the company will no longer exist. “Each manager generally has no more than five or six objectives. One is almost always a short-term financial objective that is related to the company’s annual profit plan” (Fenton, 1976, p.16). The first goal is to make the company profitable on a month to month basis for the remainder of the year. The next objective is to bring the employee’s morale back up by involving everyone into the plans. The other objectives will be to start planning a major overhaul for next year. Making a profit is not the only problem facing me in the short and long term. In the short term, I am still trying to make the adjustment from being ‘one of the guys’ to being the boss. It has been a difficult adjustment in that I have always been more of a friend than someone the other employees had to listen to and follow. Other short term problems include creating the hierarchy of the company—who to promote, who to let go. Unfortunately, when there is a change in management, there is usually a change in the staff. In the long term, the problems facing the company are trying to...
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