Shown in full below: a BUS 210 Module 5 Project One management plan covering planning, organizing, staffing with inclusion, leading and controlling for a retail store, with a role table, a labor budget, a communication routine and five performance measures. Searches like "bus 210 module 5 assignment", "bus210 module 5 project one management plan" and "bus 210 module 5 example" land here.
The BUS 210 Module 5 example, in full
Project One: A Management Plan for Store 7 of a Composite Regional Pet Supply Chain
[Student Name]
Southern New Hampshire University
BUS 210: Managing and Leading in Business
Module Five Project One
[Instructor Name]
[Date]
The organization, setting and figures below are a composite written as a model document. No real employer, client, colleague or patient is described.
Project One: A Management Plan for Store 7 of a Composite Regional Pet Supply Chain
Purpose and Priorities
This plan describes how Store 7 of Maple and Mutt Pet Supply, a composite 18-store regional chain, will be managed over the coming year. Its team of 11, three of them groomers, produced roughly 2.4 million dollars in sales last year. Three priorities from the annual plan shape everything below: grow grooming revenue to 235,000 dollars, move 40 percent of grooming bookings online, and reduce sales associate turnover from 27 to 15 percent. The plan follows the classic management functions, with staffing handled under organizing (Robbins & Coulter, 2021). Because the priorities are already set, the planning function here is mainly about turning them into weekly work.
Organizing: Roles That Connect Grooming and the Floor
The store's structure has two groups that rarely interact: groomers in the back salon and associates on the sales floor. The plan assigns roles so that each priority has an owner and so that the two groups share responsibility for grooming growth.
Table 1
Roles and Responsibilities, Store 7
| Role | Number | Main responsibilities | Priority supported |
|---|---|---|---|
| Store manager | 1 | Overall results, scheduling, hiring, coaching | All three |
| Lead groomer | 1 | Grooming quality, salon schedule, groomer training | Grooming revenue |
| Groomers | 2 | Grooming appointments, client rebooking | Grooming revenue |
| Shift leads | 2 | Opening and closing, floor coverage, new hire buddy role | Turnover |
| Sales associates | 5 | Customer service, stocking, grooming referrals and online booking | Grooming revenue, online booking |
Note. Composite store data for illustration.
Organizing: Coordination Mechanisms
Two mechanisms will link the salon and the floor. First, associates will book grooming appointments at the register through the online system, so a referral becomes a booking without walking to the back. Second, the lead groomer and one shift lead will hold a ten-minute huddle each morning to review the day's appointment openings, so associates know which slots to offer customers. These simple arrangements replace informal favors with a shared routine.
Staffing and Inclusion
The store will hire about four associates over the year to replace departures and cover the busy season. Hiring will use structured interviews, in which every candidate answers the same job-related questions scored against the same criteria, because structured interviews predict job performance better and reduce the influence of interviewers' personal biases (Levashina et al., 2014). Recruiting will reach beyond walk-in applications to the local community college, a nearby veterans' employment office and an organization that places adults with disabilities in retail jobs, widening the pool in a tight labor market.
Inclusion is about daily practice as much as hiring. The store's team includes a student working around classes, a parent with school-age children and an older employee returning to work after retirement. Schedules will be posted three weeks ahead with a simple system for trading shifts, which respects these different lives and addresses the unpredictability that exit interviews blamed for turnover. Training materials for the booking system will be available in English and Spanish, and each new hire will be paired with a shift lead as a buddy for the first two weeks. An inclusive store is one where different people can succeed under the same expectations, not one where expectations change by person.
Leading: A Communication Routine
Leadership in a small store depends on consistent, visible communication. The manager will lead a five-minute start-of-shift briefing covering the day's grooming openings, promotions and one recognition of good work from the previous day. Once a month, the manager will meet each associate for fifteen minutes to discuss what is going well, what gets in the way and one development goal. The manager will adjust leadership style to the person and task, giving clear direction to new hires and more autonomy to experienced groomers, since leaders are most effective when they supply what followers and tasks lack (House, 1996). Recognition will be specific and frequent, because the store's earlier referral program failed partly when associates saw no link between their effort and any response.
Controlling: Measures and Budget
Controlling means setting standards, measuring results, comparing and correcting. The store will track five measures monthly: grooming revenue, share of grooming bookings made online, sales associate turnover, labor cost as a percentage of sales and customer survey helpfulness scores. The labor budget, the largest controllable cost, is shown in Table 2.
Table 2
Annual Labor Budget, Store 7
| Labor item | Annual hours | Average rate | Annual cost |
|---|---|---|---|
| Store manager (salaried) | $58,000 | ||
| Groomers (3, including lead) | 5,400 | $21.50 | $116,100 |
| Shift leads (2) | 3,600 | $18.00 | $64,800 |
| Sales associates (5, part and full time) | 6,500 | $15.50 | $100,750 |
| Training hours for new hires | 320 | $15.50 | $4,960 |
| Total labor | $344,610 |
Note. Composite figures. Total labor is about 14.4% of last year's $2.4 million in sales; the chain's target range is 13% to 15%.
How the Functions Work Together
The four functions reinforce one another in this plan. Planning sets three priorities; organizing assigns each to named roles and links the salon and floor; staffing and inclusion practices address the turnover that would otherwise undermine the other goals; leading provides the communication and recognition that keep people engaged; and controlling shows each month whether the plan is working. If turnover stays high, for example, the controlling data will show it early, and the response will come from the staffing and leading sections rather than from pressure alone. The manager will send the district leader a one-page monthly report on the five measures, with a short note explaining any measure outside its target and the action being taken. This keeps the plan a working tool rather than a document written once and filed.
Risks to the Plan
Three risks could undo the plan. The national competitor opening nearby in the fall may hire away experienced associates or groomers with higher pay; the plan's defense is the schedule predictability, training and recognition described above, but the manager should also ask the district for authority to match offers for the lead groomer, whose client relationships carry much of the grooming revenue. The online booking system may be adopted slowly by older clients who prefer to call, so the store will keep phone booking and treat the 40 percent target as a direction rather than a requirement that turns clients away. Finally, the plan depends heavily on the manager's time for one-on-ones, huddles and hiring. If the store is short-staffed during the busy season, those routines are the first to slip, so the manager will protect the monthly conversations on the calendar and delegate the morning huddle to the shift leads when necessary.
References
House, R. J. (1996). Path-goal theory of leadership: Lessons, legacy, and a reformulated theory. The Leadership Quarterly, 7(3), 323-352. https://doi.org/10.1016/S1048-9843(96)90024-7
Levashina, J., Hartwell, C. J., Morgeson, F. P., & Campion, M. A. (2014). The structured employment interview: Narrative and quantitative review of the research literature. Personnel Psychology, 67(1), 241-293. https://doi.org/10.1111/peps.12052
Robbins, S. P., & Coulter, M. (2021). Management (15th ed.). Pearson.
How this BUS 210 Module 5 example is structured
The plan is structured by the four functions of management because the project asks students to demonstrate each. A short introduction sets the context and priorities. Organizing is presented with a role table, staffing with a hiring and inclusion plan, leading with a weekly routine and controlling with measures and a labor budget table. A final section explains how the functions support one another and what the manager will report to the district.
Get BUS 210 Module 5 written to your instructions
Send your BUS 210 Project One guidelines, rubric and the scenario details from your course. A management plan organized by the functions your rubric names comes back within 24 to 48 hours, and the first one is free. The paper above is an original model document written by our desk, not a submitted student paper and not an official Southern New Hampshire University document.
BUS 210 Module 5 questions, answered
What does BUS 210 Project One require?
Project One commonly asks students to demonstrate effective management skills and practices in a business scenario, applying the functions of management, planning, organizing, leading and controlling, and addressing issues such as staffing, diversity, communication and performance. Details vary by course version, so the guidelines and rubric decide the exact elements.
How should diversity and inclusion appear in a management plan?
A strong plan goes beyond a statement of values. It includes practices such as structured interviews, broad recruiting channels, fair scheduling, accommodation of different needs and schedules, and ways for every employee to be heard, along with a way to check whether the practices are working.
What is the controlling function of management?
Controlling is the process of setting standards, measuring actual performance, comparing it with the standards and taking corrective action when needed. In a store, it relies on a few well-chosen measures reviewed regularly, such as sales, labor cost, turnover and customer satisfaction.