As the owner, Kathy has too many responsibilities. She needs to relinquish duties to the directors she hired that have expertise in finance and accounting, store operations, and administration and human resources. This would allow all three locations to stand on its own with only Kathys oversight, not full control, freeing up a substantial amount of her time. Kathy will then be able to connect with her customers more about their wants, needs, concerns, and criticisms.
Since Kathy is the visionary of this organization, her health is a major priority. Working seven days per week at all three locations does nothing but harm her. Stress is Americas #1 health problem, with job stress the leading source for adults (The American Institute of Stress, 2010). To keep Kathy healthy, each location must reduce their dependability on her.
By implementing a new managerial structure, Kathy will have time to assess the products and services she is currently offering. She can determine what is and is not selling, what customers like and dislike, and what items are over-and under-priced. Kathy will also have available time to appraise areas for expansion. She wants an additional location in Southern California, followed by a location in the San Francisco area, then eventually expand nationwide.
Kathy currently has too many responsibilities and not enough time to complete all of them. Without executing a new managerial structure, she would never be able to expand to an additional location in San Francisco because that is several hundred miles from the current locations. Kathy manages all of the finances, purchasing, and inventory as well as marketing and personnel even though she has hired directors with expertise in each category. If she relinquished all of the above duties to the experts, Kathy would allow herself time to do what View More »