Organizational Development Training

Our Organizational Development Training has been developed to support the organizations’ efforts in developing strong clear communication up and down the chain of command. We begin by developing and or evaluating the implementation of a strong set of core commitments including the Mission, Vision and Values. In order for the Mission and Vision to become a reality, there must be a core set of leadership principles in place.

We have developed techniques to help in making such principles part of the company culture.

1. Organizational Development Team System Structure and Design

• Is the organization set up as a team?
• Does each member of the management have clearly defined roles and responsibilities?
• Does each team support the other teams in the company?

2. The role of a Leader, Manager, Supervisor

• Do the supervisors have the fundamental supervisory skills to be effective?
• Do managers, supervisors and leads understand their obligations to management and the customers and to the employee?
• Does the leader seek opportunities to improve in his profession?

3. Preparing and managing meetings

• Are meetings results oriented?
• Are meetings conducted on the basis of a simple meeting agenda?
• Are meetings planned ahead of time?

4. Understanding and alignment of the company’s Mission, Vision and Values

• How do members of management support the Mission?
• How do members of management support the Vision?
• How do members of management support the Values?
• Is there alignment in all three of these areas?

1. As soon as the bulk of the Spring Season is done and while all the events of Spring are still fresh in our minds, the nursery should convene a meeting involving the management team to conduct a post-mortem examination of two areas:
a) What worked well during Spring rush?
b) What needs improvement for the following Spring rush?

2. A carefully prepared list of True Brutal Facts must be gathered about these two areas. This will help the team identify clearly and without a doubt the areas where specific focus must be applied.

3. Once there is a list of the main areas that need improvements task force teams must be selected and put in place to identify and correct the problems making sure they are actually looking for root causes and not just “band-aids”.

4. Task force groups must exist for each of the main segments of Spring Readiness.
a) Office management (HR) hiring and personnel needs
b) Distribution taskforce
c) Assembly taskforce
d) Inventory taskforce (evaluate and determine ready dates)
e) Nursery operations task force including all the aspects of production:
Potting
Pruning
Spacing
Irrigation
Staking & Tying
Technical Services
Facility Maintenance

Internal/External Customer Service:

The customer service training program is intended to provide customer service teams with the skills necessary to perform their jobs effectively. In the green goods industry, it is imperative to develop a cohesive team; a team capable of bridging the gap in between management, operations and the company’s customers. The customer service team, or inside sales team is the team more often in contact with both groups. This is the reason which makes it imperative to develop the skill sets of the customer service team. Customer service representatives must be able to communicate effectively, to keep their composure in difficult situations, and to provide support to management and operations team.

The customer service training program seeks to provide such skills through practical approach. This practical approach is based on proven techniques which take participants through a series of management activities for the green goods industry. The following is a list of the intended outcomes for the training sessions.

Development and implementation of customer supplier chain requirements are both internal and external.