Dunn’s Ski Emporium is a well-operated business that is going to acquire Deli to expand its operations. The paper has been developed to understand the present condition of the company and develop a proper business plan that can be utilized by the merger to seek success in the market. The paper will present the requirements of the new venture and suggest different strategies that can be used by Dunn to meet the needs of its people and business. The goal of the new venture is to expand Dunn’s business by acquiring Deli, which is a restaurant situated on the other side of the road. Dunn is unaware of the business of Deli and needs help of George to expand the venture. Hence, there is a need to train the present staffs and employ new people to meet the pressure during the peak seasons.
Dunn needs cooks and waiters to serve the customers of its new business. Along with that, Dunn needs to employ a manager to control the new acquisition. Dunn as a social architect needs to recruit new people to serve his customers with a better quality of service. Joseph needs to understand the importance of training that will improve the skills and knowledge of its workforce and develop the performance of the organisation (Uhl-Bien, Marion & McKelvey, 2007). In order to expand the existing business position, Joseph Dunn has decided to merge Dunn’s Ski Emporium with Deli. Identifying the business proposition with a new venture with Deli, Dunn must operate the two businesses according to the significant order. Realizing the Deli’s business efficiency and knowledge of Deli’s owner, George Atkins, it would be highly recommended to merge the mission, vision, and objectives of both the organizations. Hence, in order to define the proper structure, Dunn must take help of George Atkins to decide how the employees can be trained to keep pace with current functions of Deli. Meanwhile, it would be the responsibility of George to direct the employees of Dunn identifying the operational model and business culture of Deli. As George has the knowledge and experience of running the current business of Deli, it would be effective if George can be given a chance to set proper business dimensions to be followed by Dunn’s existing employees. The Organizational Cultural Assessment Instrument (OCAI) can be applied herein to identify the purpose of organizational culture to organize successfully the business environment (Janson, 2008). Realizing the cultural aspects of the employees, significant assessment can be made to get proper momentum in the business. In the business design, it would be recommended to congregate the two businesses so that both the customers’ base can be utilized. Applying such motivating business design can help the business to be the leader in the market. In the case of short-term business change, the employees must be trained to get the ideal business environment supportive for the organizational success (Salmi, Perttula & Syväjärvi, 2014). In the case of long-run changes, the management must develop a corporate culture so that the employees can effectively manage both the services of Dunn’s Ski Emporium and Deli satisfying the target demographics profile.
Joseph needs to hire new workforce and arrange significant training facilities so that the employees of Dunn can adequately handle both the business operations. The training program is necessary to maintain a corporate culture in the organisation. Joseph needs the help of George to acquire the new business and seek success in the market. Hence, George must be provided with a role of trainer and mentor to upgrade the skills of its employees.
References
Janson, A. (2008). Extracting Leadership Knowledge from Formative Experiences. Leadership, 4(1), 73-94. http://dx.doi.org/10.1177/1742715007085770
Salmi, I., Perttula, J., & Syväjärvi, A. (2014). Positive leadership and experiences explaining workers’ well-being in knowledge-intensive organisation. The Polar Journal, 4(1), 52-68. http://dx.doi.org/10.1080/2154896x.2014.913929
Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly, 18(4), 298-318. http://dx.doi.org/10.1016/j.leaqua.2007.04.002
