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Profitability Of Family Leadership Springer

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Question:

Discuss About The Profitability Of Family Leadership Springer?

 

Answer:

Introduction:

The following report is going to illustrate a pan for monitoring of the case business and the plan that has already been made. In this context, the concept of organizational leadership is going to be illustrated and focused upon. Ozhouse Clean is a family business that looks into the service provision to professional and residential cleaning services. Being a family business several issues need to be identified.  One of the major issues that are often identified in any family business is that the members of the business often lack professional ethics and competencies (Ward, 2016). Since there is no effective involvement from the external figures of the company, the core business performance is based only on the members associated with the family. In this context, he monitoring would focus on whether the business members and the workforce is effectively competent and diligent in providing best services to the professional and residential clients (Neubauer & Lank, 2016).

Monitoring Outline:

The outline of the monitoring would be based on the following issues:

  1. Checking the Core Competencies of the workforce
  2. Checking whether the organizational goal is properly assimilated with the individual goal of the workforce
  3. Developing professionalism within the organizational members

Creating effective opportunity of cognitive development of every organizational individual

Since the objective of the management is to become a small and contented family business where all the staffs can remain happy ad satisfied with the organization, the purpose of the monitoring would be to create a platform where most of the customers are linked with the staffs having strong business relation. Keeping in mind the familial relationship and business effect, the monitoring performance would be done. In order to quantify the leadership approaches, monitoring becomes most significant an area through which the organizational goal can be linked and channelized through the competent vein of each and every individual.

Monitoring the Small Heads of Workforce:

Though it is easy to monitor small number of people and their business operations, the melioration of quality of their work needs to be ensued through continuous vigilance process. Keeping in mind the labour cost, this has to be taken into certain consideration pertaining to the effective understanding of the process that has been taken into certain cases with its different segmentation of the issues. The monitoring would be focused on the following departments;

  1. Cleaning
  2. Home service

House Staffing

  1. Marketing
  2. Cleaning Supplies and logistics
  3. Human Resource Department

In order to retain the existing staffs their engagement would be monitored. Since the cleaning staffs are the core business performer of the organization, their overall engagement with the organization needs to be ensured (Poza, 2013). It needs to be monitored whether they face any trouble related to core operation and if so, the issues would be documented on individual level. Through implementation of Key Performance Indicator the quality of staff performance needs to be ensured and enhanced (Parmenter, 2015). The following KPI parameters would be taken into consideration:

A check list has been developed for the confirmation of KPI of the company:

Staff Accepting organizational values

Y/N

Reconciliation of the organizational business strategy

Y/N

Maintaining daily Attendance Tracker

Y/N

Need of further development

Y/N

Performance and career management Plan

Y/N

Ensuring profit per employee

Y/N

 

KPI Table for Human Resource:

Sl No.

Key Areas

KPI

Weight of KPI

Target

Actual

Score

Final score

1.

Selection and deployment

Average allocation percentage

 

 

 

 

 

2.

Training and Development for employees

Training hours per employee

 

 

 

 

 

3.

Performance and Career management

Percentage of employees in complete execution of organizational goal

 

 

 

 

 

4.

Employee Productivity

Profit per employee

 

 

 

 

 

5.

Employee Retention

% of employees leaving the organization at single term

 

 

 

 

 

Evaluation:

While evaluating the business plan and the strategy, the objective of the company needs to be taken into account. The company has succinct and fixed objective and that is to provide best quality service. The company does not want to grow big with huge number of employees and client base. It rather focuses on to grow larger with qualified and potential and competent employees.

From the business plan it can be clearly stated that there is a specific understanding of how the client base and marketing of the company is strengthened. The marketing team that has been planned to develop would effectively focus on the basic market segmentation. For the evaluation of the aforementioned business the KPI template has been quite helpful.

Sl No.

Key Areas

KPI

Weight of KPI

Target

Actual

Score

Final score

1.

Selection and deployment

Average allocation percentage

10

120 calendar days

140

67

6.7

2.

Training and Development for employees

Training hours per employee

10

120 calendar days

145

88

8

3.

Performance and Career management

Percentage of employees in complete execution of organizational 76goal

10

 

            

120 calendar days

130

45

6

4.

Employee Productivity

Profit per employee

10

120 calendar days

142

88

9

5.

Employee Retention

% of employees leaving the organization at single term

10

120 calendar days

120

105

10

 

From the aforementioned table it can thus be evaluated that the average score for the employees in terms of business performance is more than average, which needs to be laddered up to different level. Most of the employees are at the same stage and they need to upgrade themselves that would be excelled through effective training programs.

 

Reference:

Neubauer, F., & Lank, A. G. (2016). The family business: Its governance for sustainability. Springer.

Parmenter, D. (2015). Key performance indicators: developing, implementing, and using winning KPIs. John Wiley & Sons.

Poza, E. J. (2013). Family business. Cengage Learning.

Ward, J. (2016). Keeping the family business healthy: How to plan for continuing growth, profitability, and family leadership. Springer.

OR

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[Accessed 18 January 2020].

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