Having the right mix of people as part of your management team can be critical to the overall success of a company. In the article Team Management it states, “success or failure is a result of whether people work together effectively as a team” (Davies, Margerison & McCann, 1998, p. 32). Therefore is essential that I have qualified employees as part of Beyond The Fairway management. The management team will consist of six fully qualified full time personnel. This will include: myself as owner and CEO, my eldest son as manager, one certified Professional Golf Association (PGA) golfing professional, and three qualified shop attendees who understand and loves the game of golf.
In addition to the required financial asset needed for a startup business, Beyond The Fairway Golf Store have acquired the physical assets necessary to turn my business plan into a reality. The physical location for the store will be located in Enterprise, Alabama and is a family owned building with an estimated 1,800 to 2,000 square feet of interior space with adjacent warehouse for inventory storage valued at $1.5 million dollars. The company has on hand an inventory of major brand golf equipment valued at approximately $150,000 that will be displayed throughout the store. The store will host a full service repair and custom-fitting shop, which can accommodate up 6 customers at a time.
Understanding that physical assets are quite different from money (Worth, 2014, p.341), the company has secured a majority of the financial resources needed to move forward in laying the foundation for a golf store in my hometown. At the moment, the company has three thirds of the start up capital and will require a sm...
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...hile seeking a relationship with Christ. As we work out our life plans, we must incorporate God into the planning process and seek His grace, wisdom, and direction in order to have an effective outcome. No matter what obstacle we encounter, we must always strive to move forward. The bible tells us in Proverbs 21:5, “Steady plodding brings prosperity, hasty speculation brings ruin”.
Allen, K. R. (2012). Launching New Ventures: An Entrepreneurial Approach. 6th Ed. Mason, OH: Cengage Learning.
Davies, R., Margerison, C., & McCann, D. (1988). Team Management. Marketing Intelligence & Planning 6 (1), pp.32 Retrieved from http://www.emeraldinsight.com.ezproxy.liberty.edu:2048/journals.htm?articleid=1665080&show=abstract#sthash.TFvi2Kmp.dpuf
Worth, M. (2014). Nonprofit management: Principles and Practice. 3rd Ed. Thousand Oaks, CA: SAGE Publications, Inc.
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The nonprofit sector in America is a reflection some of the foundational values that brought our nation into existence. Fundamentals, such as the idea that people can govern themselves and the belief that people should have the opportunity to make a difference by joining a like-minded group, have made America and its nonprofit sector what it is today. The American "civil society" is one that has been produced through generations of experiments with government policy, nonprofit organizations, private partnerships, and individuals who have asserted ideas and values. The future of the nonprofit sector will continue to be experimental in many ways. However, the increase of professional studies in nonprofit management and the greater expectation of its role in society is causing executives to look to more scientific methods of management.
This is discussion, I will explain a personal experience of a nonprofit organization’s board. Secondly, I will provide an analysis of what I foresee for the future of a nonprofit governing board of a nonprofit organization. I will explain if I anticipate greater demands for boards and the board members to be more accountable. Finally, I will explain my perspective and defend it with evidence from the field.
Teams have become integral parts and driving forces of success in organizations. A key common attribute among highly
Golf clubs are constantly making sales and buying needed supplies to keep it up and running, much like any other normal business. Golf courses also have to promote and market their club to the public. Marketing plans could range from billboards on nearby interstates to ads in the local newspaper. A golf course superintendent oversees all business roles within the club. This includes the pro shop, the golf pro, and assistants in the office. (Careers in Focus: Sports, 6) Although golf is the major sales producer, the pro shop brings in a lot of revenue as well. The pro shop is a place that everybody who comes to play golf at the club will see at some point, so that means the superintendent must maintain the shop regularly. If the superintendent forgets to check the inventory and causes the shop to have a lack of items to sell, then the clubs sales will decrease. The superintendent is also in charge of keeping the costs under control in order to maintain the given budget for the entire golf club. Whether it means finding ways to minimize prices by buying in bulk from major golf merchandise companies or just decreasing the number of items bought, it must be done regularly. (Careers in Focus: Sports, 7) Golf course superintendents also must make sure everything that’s needed for maintenance of the actual course, such as pesticides and fertilizers, are purchased on schedule. This is yet another part that must be managed in order to stay in line with the budget of the club. If a superintendent doesn’t order the pesticides or fertilizers when they’re needed, then the health of the golf course will decline. This is yet another way that shows how important a superintendent is to a golf
There is no ignoring the great increase in the golfing industry over the past decade. It is becoming the fastest growing sport all over the world. It is already the fastest growing sport in the United States. The game and its uniqueness has caught the eye of many people all over the world and in turn that catches the eye of many businesses that might want to use golf to their advantage by understanding the foreign market and try and relate there business to golf.
Throughout U.S. history the nonprofit and government sectors have addressed needs that are not being met by the marketplace through the provision of a variety of social goods and services ranging from health and human services to environmental conservation. In response to increased demand for these services, the number of nonprofits has grown by 59% over the past 20 years (Powell and Steinberg, 2006; NCCS, 2010). There are now over 1.5 million nonprofit organizations in the U.S. which account for 5 percent of GDP, 8.1 percent of the economy’s wages, and 9.7 percent of jobs (Wing, 2008). Over the same time period, government social programs also rapidly expanded in number and per capita cost (OCED, 2010) .
Throughout this course my paradigms of what a nonprofit organization have been challenged as we have considered the major aspects and leadership challenges of these organizations. Having worked with for profit and nonprofit organizations in the past I was quite confident that I had a clear understanding of the distinctions between the two. I had worked in organizations that regularly used volunteers to accomplish their mission and felt that the management of these processes were simplistic. Despite these misconceptions, I found that I was able to learn a tremendous amount through our reading, peer interactions, group projects and equally important, my volunteer service as part of this course.
Teams have been around for many years. It is vital for members who are a part of any team to work together so that their labor is not in vain. A major advantage for working cohesively as teams is greater output and interpersonal skills. The drawback of not working in uniformity can lead to project delays and time constraints. Organizations create teams with the purpose of fulfilling certain obligations and acquiring business success. Roming (1996) states that togetherness and dependability means that members within the team assist each other and the team. Which in turn, yields a better-quality product.
Nonprofit managerial accounting adapts the techniques of for-profit analytical analysis to a nonprofit environment to find solutions to managerial