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Aero Technologies

Management Summary

The human resources element shall be an essential component in the delivery of the total service. By encouraging all employees close to our clients to think tactically about what the projects’ service offerings should be, and by having enthusiastic, capable and empowered people interacting with our clients, we intend to build the competitive advantage of being able to comprehensively meet our clients’ needs. We also intend to give our teams enough leverage in decision-making (empowerment) in order to ensure that clients are handled promptly and to reduce lead-time in actual delivery of the service.

There will be a need to evaluate jobs and remuneration packages against market benchmarks to ensure they are competitive. These principles extend to accident, medical, death and welfare benefits such as (but not limited to) support for housing finance, education and training. Consonant with its efforts to create added value by employees, Aero Technologies seeks to negotiate the provision of incentive pay delivery mechanisms against achievement of agreed targets relating to accomplishment in the areas of customer satisfaction, service provision, and other specific successes, that is, the implementation of an effective performance management system.

6.1 Organizational Structure

The organization structure the business units shall take will be that of a matrix structure where staff reports into a functional structure but are grouped together in project or product focus teams when necessary. A project focus team will typically be headed up by a project manager or supervisor, while a service/product focus team will typically be headed by another supervisor. In a highly volatile industry and environment, with increased competition and market entry, we recognize the need to be constantly changing so as to adapt to the prevailing environment. Hence we intend to have in place a highly flexible structure allowing for the above to be undertaken swiftly and smoothly. It shall be noted that the customer will be the focus in all instances as we strive to provide the ideal custom-designed service(s).

The following main functional groupings are to be recommended:

  • Sales & Marketing
  • Professional Services
  • Customer Service
  • Logistics 
  • Finance.

6.2 Management Team

Management style will reflect the participation of the shareholders. The company intends to respect its community and treat all employees well. We will develop and nurture the company as community. We do not intend to be very hierarchical. Management’s ongoing initiatives to drive sales, market share, and productivity will provide additional impetus (Discussion omitted).

6.3 Personnel Plan

The detailed monthly personnel plan for the first year is included in the appendix. The annual personnel estimates are included here. We believe this plan is an acceptable compromise between fairness and expedience, and meets the commitments of our vision and ethos. We do not intend to be a large organization or “top heavy” as our industry does not require our doing so. We want the company to stay lean and flexible so that we can respond to a client’s needs quickly. However as we expand and increase in size (increase in our client base) we do expect to increase our personnel.

We intend to compensate our personnel well, so as to retain their invaluable expertise and to ensure job satisfaction and enrichment through delegation of authority. Our compensation will include health care, generous profit sharing, plus a minimum of three weeks vacation. Since multifunctional teams have to be established there is need to establish a support system that will enable members to easily work together effectively, meshing well with each others’ activities. This will also allow members of a team to appreciate the implications of the concerns and issues that may be expressed by their colleagues. All the above point to the fact that there is need to instill a good corporate culture that nurtures a fruitful working relationship amongst all individuals/team members.

In-house training shall be continuous with regular external training being undertaken particularly following any new developments in the market. This is so as to ensure that we are continuously able to anticipate our markets needs — a proactive approach, which is so essential if we are to gain and maintain a competitive advantage (Discussion omitted).

Personnel Plan
Year 1 Year 2 Year 3
Directors $120,000 $259,200 $259,200
Multimedia $72,000 $72,000 $108,000
Data Communications $180,000 $144,000 $192,000
Call Center $48,600 $38,880 $58,320
Conference secr. $54,000 $43,200 $72,000
Other $0 $0 $0
Total People 23 23 31
Total Payroll $474,600 $557,280 $689,520