BUS3004 Proposal Page 1

Instructions for using the Proposal template:

1. Follow the instructions provided in italic (blue color) font for your role.
2. Save your file with your team name, your role name, your last name, u08d1. Post in your
team’s u08d1 thread as an attachment by Sunday of week 8.
3. During Unit 9, participate in your team’s peer review and improve your document. Save your
file with your team name, your role name, your last name, u09d1. Post in your team’s u09d1
thread by Sunday of week 9.
4. Submit your same document posted in u09d1 to your instructor as u09a1 by Sunday of Week 9.
5. During Unit 10, the team leader or designee should:
a. Place the contributions from u09d1 into one document to become the team’s proposal.
b. Place the executive summaries of each plan into the Proposal’s Introduction.
c. Delete this instruction box.
d. Save the file with the team name u10d1.
e. Post the document in your team’s u10d1 an attachment.
6. Other team members post an agreement to the final document.
7. IMPORTANT: Once the final document is finished, then each team member completes and
submits his/her u10a1 following its instructions. Don’t overlook this step as it is 4% of your
course grade.
8. Post your team experience reflection as part of your your u10d2.

Proposal to Zilack Board of Directors

By team name, team members’ names, and team member’s titles

[Insert date for Friday of Unit 10]

Introduction

Zilack Corporation is a medium-sized manufacturing company with 250

employees. It directly markets one product: the Zilack coffee cup with a patented ball
bearing sliding mechanism. James Jr. and a group of 15 other executives run the
company.

Zilack Corporation has just received a large sum of money from a venture
capitalist. The venture capitalist and James Jr. are predicting 100% growth. To achieve
that growth, productivity will need to increase by a similar amount. Therefore, the
business model needs to be updated. The functional areas area must be updated to assist
Zilack’s business model to predict, plan, and implement future growth and profits.

This is a unique opportunity. James Jr. has taken over from his father, James Sr.,
CEO of Zilack for 37 years. The problem lies in Zilack’s outdated business model and
functional areas. Zilack in need of new ideas and new employees to implement then. The
100%t growth projection has James Jr. concerned with these questions:
 BUS3004 Proposal Page 2

1. How can my functional area managers modify their activities and objectives to
help Zilack achieve 100% growth?
2. How can we adhere to our Code of Ethics with such fast growth?
3. What new ideas can we implement in the functional areas?
4. What are the issues facing the company and the employees?
5. What will be the job titles, descriptions, and skills of our new employees in the
updated functional areas?
6. What will my updated business model look like? A business model describes
these components of how the business or organization:
A. Acquires, selects, and keeps employees and customers.
B. Creates value for its employees and customers.
C. Goes to the market with promotion strategy and distribution strategy.
D. Defines and differentiates its product offerings.
E. Defines the tasks that the business will perform.
F. Develops a sustainable presence with respect to the environment and
society.
G. Plans for its resources to capture profit.

This proposal describes ideas for Zilack’s updated business model. Specifically
managers from Zilack’s functional areas are providing ideas to address James Jr.’s
concerns.

A copy of each functional area manager’s executive summary goes here

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Functional area Plan: Accounting and Finance

By learner name
Member of team name

The Accounting and Finance Functional Area focuses on budgets, costs,

revenues, and expenses to support Zilack’s business model of projected growth. Include
two of the following for the updated Accounting and Finance Functional Area plan. In
addition, explain how the Accounting and Finance Functional Area will adhere to a code
of ethics available for stakeholders.

1. Describes issues affecting the Accounting and Finance Functional Area.

2. Explains new ideas for updating the Accounting and Finance Functional Area.
3. Explains job titles, descriptions, and skills of Accounting and Finance Functional
Area employees.
4. Describes how Accounting and Finance Functional Area can support production,
inventory, sales, and marketing to assure Zilack can meet its business objectives.
Examples are as follows:
A. Accounting and Financial operations for current and projected budget,
revenue, and costs.
B. Creates value for its employees and customers.
C. Plans for its resources to capture profit.
D. Payroll and 401k.
E. Forms for efficiency.
F. Other: please identify.

Perform research and place your compositions in the Composition section

provided for this functional area after these instructions. Your composition should be two
to three single-spaced pages. In addition, place your references in the Reference section
and your executive summary in its section (provided for this functional area after these
instructions).

When finished, delete this functional area’s instructions in italic (blue) font. Save
with the file name that has your functional area, team name, and your name. Post as an
attachment to your u08d1 by Sunday of week 8. During unit 9, participate in the peer
review and finalize your functional area plan.

Accounting and Finance Manager Composition

Accounting and Finance Manager Executive Summary

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Accounting and Finance Manager References

 BUS3004 Proposal Page 5

Functional area Plan: Human Resources

By Denise Mitchell
Member Of: Team YANKS

Zilack Corporation Human Resources Department

Executive Summary

The Human Resources Department of Zilack Corporation has aligned itself to

support the company’s growth goal. To effectively support the business in reaching this
objective, specific focus will be placed on: adherence to the Code of Ethics; updating
mission statement; defining roles and responsibilities; and increasing support to
functional areas through improved communication and collaboration.

Our mission supports company growth goals and describes our functional area
within Zilack. We are strategic consultants delivering on Zilack’s passion for high-
performance by providing innovative tools, coaching, processes, and collaborative
services to our business partners. We lead as examples of the culture, are accountable for
the development of personnel, and align organizational design to meet the business goals
of our partners. We safeguard the Code of Ethics and model its values and behaviors
(PEMCO, 2009).

Our goals allow us to achieve our mission by: Creating and maintaining a highly-
performing culture through daily attention to our Code of Ethics, tools and processes that
support our business partners, relationships, and change management approach. Our
talented workforce is made up of results oriented individuals with clear expectations and
appropriate compensation. Our learning environment includes quality educational
opportunities that promote job and core competencies, growth, and support a high-
performance culture. Our effective participation in corporate business strategy fosters
collaboration and communication, employee involvement, adherence to values and
engagement culture. Strengthening relationships outside of Zilack through community
involvement, volunteerism and sharing of talent with our community (PEMCO, 2009).

To achieve the desired growth the company expects, the Human Resources
functional area will be re-shaped to create and sustain a high performance workforce.
Hiring, training and preparing the workforce for this level of growth and transition are
critical success factors.

Human Resources Code of Ethics

Our code of ethics has been updated to define expected behaviors, values and
standards, and to ensure that employee actions and decisions aligned with the Zilack
values and philosophy.
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Our commitment to producing the Zilack Coffee Cup will not be compromised as
we grow our business. Our aspiration to grow requires strong employee
commitment, collaboration and team work from everyone. We will leverage
existing strategies and tactics, with an emphasis on growth, where possible. All of
our actions and decisions align with our core values of quality, integrity, fiscal
responsibility and dedication to producing a quality product at a competitive
price.

All employees are accountable for adherence to the Code of Ethics by

incorporating the competencies into performance management standards and
expectations, and will be included in the performance appraisal and salary review
process. For example, employee performance will be managed according not only for
their productivity, but for the quality of their production, teamwork, collaboration and
decision making. Core competencies align with code of ethics. Functional areas will also
have job specific competencies to ensure performance aligns with expectations of
functional departments.

The Society For Human Resource Management Code of Ethics ensures the
highest level of personal and professional conduct as we predict, plan and implement
future growth and profit (SHRM, 2009).

Human Resources Roles and Responsibilities

Roles and responsibilities were redefined according to our mission, code of ethic
and to align with company direction. To achieve and sustain this level of growth within
the next year, the following titles, responsibilities and skills are necessary. Training and
Personnel are combined under the Human Resources umbrella (PEMCO, 2009).

Training Consultant will identify training needs, develop curriculum, and facilitate
training to support new and existing employees in meeting their performance goals. They
will consult with functional areas regularly to determine, plan and implement necessary
training to meet department and company goals. The Training Coordinator provides
administrative support to Training Consultants. The Training Manager provides
oversight, leadership and direction to ensure all training is aligned with company
direction, is effective and produces the desired results.

The Health and Welfare Benefits Administrator manages and oversees health and welfare
plans including medical, dental, vision, prescription, life and disability programs. Works
closely with vendors to provide benefit communication and educational tools for
employees. Is also an advocate for health and welfare benefit coverage issues. The
Payroll Services Supervisor responsibilities include managing payroll and benefit so that
employees are paid timely and properly, and that their benefit questions/issues are
resolved as quickly as possible.
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The Compensation Consultant provides consultation to functional managers through the

design, development, implementation, communication, and management of compensation
packages to attract and retain high-performance employees.

Recruiting Coordinator and Consultants attract and hire talented employees by posting
position, reviewing applications, conducting interviews, completing reference and
background checks, and offering or declining positions.

Community Relations Manager manages corporate and community citizenship activities

such as community events, charitable donations, helping volunteers go beyond corporate
walls to make a difference in the community.

Human Resources Manager oversees Human Resources operation with a balanced

approach to employee and company advocacy. Listens to the opinions and ideas of
employees, and establishes appropriate communication path between employee and
functional area. Establishes performance management tools and necessary controls to
ensure performance aligns with desired behaviors and results. Oversees compensation,
performance management related promotions or disciplinary action, and issues relating to
Code of Conduct. Actively participates in the planning and execution of company wide
strategic initiatives, since Human Resources thread throughout all functional areas.

Increased Functional Area Support

Understanding the holistic strategy for growth, organizational design and resource
capability cross-functionally within Zilack is a critical success factor. The previous
approach to working in silos will not net the exponential growth desired. In today’s
business environment, close communication and collaboration is critical. It’s essential for
the functional managers to work together to ensure their functional area plans align and
will effectively drive to the desired end-state.

Zilack can obtain growth through a combination of strategies: Innovation, which

would be included within the IT Functional Area plan, growth through acquisition and /
or mergers, or through international expansion. Each and every one of these strategies
brings a whole new level of scope, challenge, skills set and need for everyone working
together to achieve the corporate goals effectively.

Human Resources will strengthen its support to functional areas by creating a

cross functional team of managers to align our department plans. There are challenges
and key design issues needing holistic resolution to enable organizational growth. All of
which requires a cross-functional approach to planning and execution.

Mohrman (2007) describes the key design issues that need to be addressed cross-
functionally to achieve organizational growth. “What are the organizational units, or
building blocks, of growth that enable the organization to scale up? Examples may be
new accounts, new market segments, new divisions, new stores, venture units, or cross-
functional projects. Where is integration required / desirable? What will be common and
 BUS3004 Proposal Page 8

what can vary across the growth units? What leverage is desired across the units? Where
to organize for lateral connection? Where should separation be maintained? How will the
larger, more complex organizations be managed/governed? How will portfolio and
investment decisions be made? What are the metrics to success? What human capital
model and philosophy will guide people practices to support the growth strategy?” (p.
17).

By working cross-functionally, these decisions will guide our business model and
organizational design. The holistic growth strategy, organizational design and Human
Resources plan for talent management are interdependent and require close coordination
and collaboration.

Our challenge will be to prepare the workforce for this level of growth and
transition. Each of the functional area plans and cross-functional team collaboration will
focus on “deployment” strategies. In other word, how effective organizational change is
implemented will have a positive or adverse affect on our results.

To positively affect organizational change, Human Resources will provide change

management training and coaching to functional areas. Our training will follow “the
methods for managing transition model” as described in the article, Leading Transition:
A New Model for Change by William Bridges and Susan Mitchell (p. 5).

Human Resources will support and assist each functional area to incorporate
employee transition and engagement into their business plans to ensure employee
readiness.

Human Resources will be nimble in its efforts to develop new skill sets, play new
roles, and adapt to meet the personnel needs of the functional areas. Additionally, HR
will support the business from a legal and regulatory standpoint, assist in the adherence
of Code of Ethics and performance management culture, and influence engagement levels
through an effective change management approach.
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Human Resources Manager References

Bridges, W., & Mitchell, S. (2000). Leading transition: A new model for change.
Berlin, Easton & Associates Ltd., p6
, http://www.berlineaton.com/resource_files/Bridges%20Change%20Model.pdf

Mohrman, S., Designing Organizations for Growth: The Human Resource Contribution.
Marshall School of Business, p 17. http://www.marshall.usc.edu/assets/030/7993.pdf

PEMCO Insurance Company - People Services Division. (2009). Retrieved October 24,
2008, from http://pfsinweb/peopleservices/whoweare.asp,

Society For Human Resource Management – SHRM. (2009). Code of Ethics. Retrieved
on October 30, 2009, from http://www.hutchshrm.org/ethics.htm
 BUS3004 Proposal Page 10

Functional area Plan: Information Technology Systems

By learner name
Member of team name

The Information Systems Functional Area focuses on the technology

infrastructure and systems to support Zilack’s business model of projected growth.
Include two of the following for the updated Information Systems Functional Area plan.
In addition, explain how the Information Technology Systems Functional Area will
adhere to a code of ethics available for stakeholders.

1. Describes issues affecting the Information Systems Functional Area.

2. Explains new ideas for updating the Information Systems Functional Area.
3. Explains job titles, descriptions, and skills Information Systems Functional Area
employees.
4. Describes how Information Systems Functional Area can support production,
inventory, sales, and marketing to assure Zilack can meet its business objectives.
Examples are as follows:
A. Defines and differentiates its product offerings.
B. Develops a sustainable presence with respect to the environment and
society.
C. Keeps operations running effectively and efficiently.
D. Goes to the market with promotion strategy and distribution strategy.
E. Plans for technology resources to capture profit.
F. Network infrastructure.
G. E-mail and other Web external connectivity.
H. Internal applications and desktop support.
I. Other: please specify.

Perform research and place your compositions in the Composition section

provided for this functional area after these instructions. Your composition should be two
to three single-spaced pages. In addition, place your references in the Reference section
and your executive summary in its section (provided for this functional area after these
instructions).

When finished, delete this functional area’s instructions in italic (blue) font. Save
with the file name that has your functional area, team name, and your name. Post as an
attachment to your u08d1 by Sunday of week 8. During unit 9, participate in the peer
review and finalize your functional area plan.

Information Technology Systems Manager Composition

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Information Technology Systems Manager Executive Summary

Information Technology Systems Manager References

 BUS3004 Proposal Page 12

Functional area Plan: Marketing

By learner name
Member of team name

The Marketing Functional Area focuses on resources for getting, training, and
retraining its workforce to support Zilack’s business model of projected growth. Include
two of the following for the updated Marketing Functional Area plan. In addition,
explain how the Marketing Functional Area will adhere to a code of ethics available for
stakeholders.

1. Describes issues affecting the Marketing Functional Area.

2. Explains new ideas for updating the Marketing Functional Area.
3. Explains job titles, descriptions, and skills of Marketing Functional Area
employees.
4. Describes how Marketing Functional Area can support production, inventory,
sales, and marketing to assure Zilack can meet its business objectives. Examples
are as follows:
A. Defines and differentiates its product offerings.
B. Acquires, selects, and keeps customers.
C. Creates value for its customers.
D. Projected sales.
E. Distribution planning.
F. e-Business strategies (selling on the Internet).
G. Customer relations.
H. Other: please specify.

Perform research and place your compositions in the Composition section

provided for this functional area after these instructions. Your composition should be two
to three single-spaced pages. In addition, place your references in the Reference section
and your executive summary in its section (provided for this functional area after these
instructions).

When finished, delete this functional area’s instructions in italic (blue) font. Save
with the file name that has your functional area, team name, and your name. Post as an
attachment to your u08d1 by Sunday of week 8. During unit 9, participate in the peer
review and finalize your functional area plan.

Marketing Manager Composition

Marketing Manager Executive Summary

 BUS3004 Proposal Page 13

Marketing Manager References

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Functional area Plan: Production and Operations

By learner name
Member of team name

The Production and Operations Functional Area focuses on the planning for the
production and operations to support Zilack’s business model of projected growth.
Include the following for the updated Production and Operations Functional Area plan.
In addition, explain how the Production and Operations Functional Area will adhere to a
code of ethics available for stakeholders.

1. Describes issues affecting the Production and Operations Functional Area.

2. Explains new ideas for updating the Production and Operations Functional Area.
3. Explains job titles, descriptions, and skills of Production and Operations
Functional Area employees.
4. Describes how Production and Operations Functional Area can support
production, inventory, sales, and marketing to assure Zilack can meet its business
objectives. Examples are as follows:
A. Defines and differentiates its product offerings.
B. Develops a sustainable presence with respect to the environment and
society.
C. Keeps operations running effectively and efficiently.
D. Manufacturing system design.
E. Purchases and inventory control.
F. Equipment and maintenance.
G. Other: please specify.

Perform research and place your compositions in the Composition section

provided for this functional area after these instructions. Your composition should be two
to three single-spaced pages. In addition, place your references in the Reference section
and your executive summary in its section (provided for this functional area after these
instructions).

When finished, delete this functional area’s instructions in italic (blue) font. Save
with the file name that has your functional area, team name, and your name. Post as an
attachment to your u08d1 by Sunday of week 8. During unit 9, participate in the peer
review and finalize your functional area plan.

Production and Operations Manager Composition

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Production and Operations Manager Executive Summary

Production and Operations Manager References