MT499 Unit 8 Management Implementation Plan Example

A Reporting Line, Fourteen Roles, a Message Order and Six Measures: An MT499 Unit 8 Management Implementation Plan

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Purdue University Global

MT499: Bachelor's Capstone in Management

Unit 8 Management Implementation Plan

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[Date]

Halsey Hearing, its roles, costs and measures are composite; the regulation and sources cited are real.

Organizing: Where the New Work Sits

The retail supply unit will be a new team of fourteen under a director of retail supply who reports to the chief operating officer. Placing it under operations rather than under the chief sales officer is deliberate. The sales organization is paid on clinic revenue, and putting a retailer's account in the same reporting line would place clinic and retail interests in one person's bonus. Kerr (1975) documented how pay schemes end up encouraging the opposite of what leaders want, and a sales chief paid on clinic and retail revenue together would be caught in that trap. The unit has a dotted line to the general counsel for the supply contract and to quality assurance for product release.

Staffing: What the Company Lacks

Halsey has engineers and plant staff but lacks three capabilities this deal needs, and the plan hires for them rather than stretching existing staff. Regulatory labeling expertise is needed because over-the-counter devices must carry the labels and respect the output limits the 2022 federal rule sets for over-the-counter devices (Food and Drug Administration, 2022). Retail demand planning is needed because a chain orders on its own replenishment cycle, not a clinic's. And a key account manager is needed to run the relationship with the chain.

The fourteen roles are the director; two regulatory and labeling specialists; three quality engineers for release testing and complaint handling; two demand planners; one key account manager; one returns and defect analyst; two production schedulers; and two customer service representatives for the chain's buyers. Two roles, one quality engineer and one production scheduler, are filled by transfer; twelve are new hires starting between months one and four. Loaded cost, including benefits and overhead, totals about $2.5 million a year, which matches the figure in the decision memo.

Every task in the plan has a person against it and a dollar figure beside it.

Leading: Who Hears What, in Which Order

Clinics have the most to lose and hear first. A letter from the chief executive goes to Halsey's 400 largest independent clinic accounts a week before any public statement, explaining that Halsey will supply an unbranded device to one retailer, that no Halsey name or fitting software will appear on it, and that clinic support will continue unchanged. Two weeks later, the clinic sales force is briefed on the same message and given answers to the questions clinics are likely to ask. The public statement comes last. Kotter (1995) argues that people affected by a change need a clear account of it from leaders before they hear rumors, and the sequence is built on that.

Two rules are written into policy so they survive staff turnover. Clinic representatives' pay stays tied to clinic sales only, and no Halsey branding appears on the partner's packaging or advertising.

Contract Terms That Protect Halsey

The general counsel will negotiate four clauses that carry the plan's safeguards into the contract. A minimum annual volume protects the plant schedule if the chain's orders fall. A renewal notice of nine months before the end of year three gives Halsey time to redeploy the team if the chain leaves. A quality clause sets out who handles returns and complaints, so that defect credits stay measurable. And an advertising clause limits the chain's claims to the device's tested performance and the labeling the regulation permits, so that buyers with mild to moderate loss are not promised what the device cannot do. Each clause names the Halsey role responsible for enforcing it.

Controlling: How the Board Will Know

Six measures go to the board on one page each quarter, chosen because they track the assumptions the evaluation found weakest. Pairs shipped against a year-one target of 55,000. Defect credits below 3 percent of revenue. Net margin per pair against a plan of about $95.70. Consumer complaint rate per thousand pairs, reported to quality. Independent-clinic revenue against the prior year, with the review triggered at a 1.5 percent decline. And contract milestones, including the renewal decision point in year three. Kaplan and Norton (1992) favor a short scorecard whose every line connects to the strategy, and each of these six follows one assumption the decision rests on.

Budget and Timeline

Setup spending of $4 million covers tooling and test fixtures for the chain's device, packaging design, regulatory review and the first production run. Running cost is $2.5 million a year. The timeline runs eighteen months: contract signed by month two, team hired by month four, first production in month seven, first shipments to the chain in month eight and the first full quarter of board measures by month eleven. Robbins and Coulter (2021) describe planning, organizing, leading and controlling as linked functions, and the timeline shows them in sequence.

References

Food and Drug Administration. (2022). Medical devices; ear, nose, and throat devices; establishing over-the-counter hearing aids. Federal Register, 87(158), 50698-50762.

Kaplan, R. S., & Norton, D. P. (1992). The balanced scorecard: Measures that drive performance. Harvard Business Review, 70(1), 71-79.

Kerr, S. (1975). On the folly of rewarding A, while hoping for B. Academy of Management Journal, 18(4), 769-783. https://doi.org/10.2307/255378

Kotter, J. P. (1995). Leading change: Why transformation efforts fail. Harvard Business Review, 73(2), 59-67.

Robbins, S. P., & Coulter, M. (2021). Management (15th ed.). Pearson.