Company Overview

Marriott International, Inc. Data Feedback Financials In: EMPLOYEES 3,112 (Here) 411,000 (Total) D&B LEGAL STATUS TYPE Corporation CORPORATE LINKAGE 1898 Companies TRADED MAR (NASDAQ) INDUSTRY Hotels and Accommodation FORTUNE 1000 RANK 192 SALES 23.71B FISCAL YEAR END 31-Dec-2023 REPORTING CURRENCY USD TOTAL ASSETS 25.67B MARKET VALUE 67B D-U-N-S® NUMBER 01-300-5702 ADDRESS 7750 Wisconsin Ave Bethesda, Maryland, 20814-3522 United States Latitude: 38.987604 Longitude: -77.095297 + − REPORT BUILDER OneStop ALL CONTACTS 89,944 SITE CONTACTS 42,788 TRIGGERS 4,104 Company Summary Business Description Marriott International is one of the world's leading hoteliers. The company has 5,880 franchised and licensed properties. Its hotel portfolio, which comprises nearly 1.5 million guest rooms, includes the premium Delta Hotels and Renaissance Hotel brands and its flagship Marriott Hotels & Resorts as well as the Ritz-Carlton, W Hotels, The Luxury Collection, and JW Marriott luxury brands. Additionally, the company operates the select-service and extended-stay brands Courtyard and Fairfield Inn. North America accounts for 75% of Marriott International's revenue. Source: D&B Read More Industry D&B HOOVERS INDUSTRIES Hotels and Accommodation Company Description Marriott International is one of the world's leading hoteliers, that operates, franchises, and licenses hotel, residential, timeshare, and other lodging properties under numerous brand names. The company has more than 6,100 franchised and licensed properties. Its hotel portfolio, which comprises nearly 1.5 million guest rooms, includes the premium Delta Hotels and Renaissance Hotel brands and its flagship Marriott Hotels & Resorts as well as the Ritz-Carlton, W Hotels, The Luxury Collection, and JW Marriott luxury brands. Additionally, the company operates the selectservice and extended-stay brands Courtyard and Fairfield Inn. North America accounts for 75% of Marriott International's revenue. Operations Marriott International operates through two business segments: US & Canada and International. Marriott International operates through two business segments: US & Canada and International. US & Canada accounts for 75% of the company's total sales, while the International market accounts for about 25%. Marriott has franchising and licensing arrangements that permit hotel owners and operators to use many of its lodging brand names and systems. Under its hotel franchising arrangements, the company generally receives an initial application fee and continuing royalty fees, which typically range from four to seven percent of room revenues for all brands, plus two to three percent of food and beverage revenues for certain full-service brands. The company also uses or licenses its trademarks for the sale of residential real estate, often in conjunction with hotel development, and receive branding fees for sales of such branded residential real estate by others. Geographic Reach Marriott International's presence extends to nearly 140 countries in North America, Latin America, the Caribbean, Europe, the Middle East and Africa, and Asia Pacific. Operations in North America account for about 75% of total company revenue. Sales and Marketing Marriott International's marketing activities include email, online advertising, and postal mailing. It encourages cross-brand loyalty via a point-based membership scheme based on money spent at hotels, on timeshare intervals, fractional ownership, and residential products; and through participation in travel experiences and affiliated partners' programs, such as those offered by credit card, car rental, airline, and other companies. The company's advertising costs were $635 million, $470 million, and $276 million in 2022, 2021, and 2020, respectively. Financial Performance Over the past five years, Marriot International's performance has fluctuated but had an overall increase year-over year sine 2020. The company's revenue for 2022 increased by $6.9 billion to $20.8 billion, as compared to 2021's revenue of $13.9 billion. Marriott reported a net profit of $1.3 billion to $2.3 billion for fiscal year end 2022, as compared to the prior year's net income of $13.9 billion. Cash on hand at the end of 2022 was at $525 million. Operating activities added $2.4 billion to the coffers. Investing activities and financing activities used $297 million and $2.9 billion, respectively. Main cash uses were for capital and technology expenditures and repayment of long-term debt. Strategy Marriott's digital strategy continues to focus on growing direct engagement with its customers through more destination content for leisure travelers and improved search optimization, as well as driving bookings to its direct channels, which generally deliver more profitable business to hotels in its system compared to bookings made through intermediary channels. Through its direct channels, the company aims to create a simple and efficient digital shopping and booking experience, while elevating its service through digitally-enabled guest services to generate superior guest satisfaction and enable more frictionless and memorable stays at its properties. Company Background Marriott International began in 1927 as a Washington, DC, root beer stand operated by John and Alice Marriott. Later they added hot food and named their business the Hot Shoppe. In 1929 the couple incorporated and began building a regional chain. Hot Shoppes opened its first hotel, the Twin Bridges Marriott Motor Hotel, in Arlington, Virginia, in 1957. When the Marriotts' son Bill became president in 1964 (CEO in 1972, chairman in 1985), he focused on expanding the hotel business. The company changed its name to Marriott Corp. in 1967. Marriott split its operations into two companies in 1993: Host Marriott to own hotels, and Marriott International primarily to manage them. However, Marriott International still owned some of the properties, and in 1995 it bought 49% of the Ritz-Carlton luxury hotel group. In 1998, after the division of its lodging and food distribution services, the new Marriott International then began trading as a separate company. That year Marriott also acquired the rest of Ritz-Carlton. Company History The company began in 1927 as a Washington, DC, root beer stand operated by John and Alice Marriott. Later they added hot food and named their business the Hot Shoppe. In 1929 the couple incorporated and began building a regional chain. Hot Shoppes opened its first hotel, the Twin Bridges Marriott Motor Hotel, in Arlington, Virginia, in 1957. When the Marriotts' son Bill became president in 1964 (CEO in 1972, chairman in 1985), he focused on expanding the hotel business. The company changed its name to Marriott Corp. in 1967. With the rise in airline travel, Marriott built several airport hotels during the 1970s. By 1977 sales had topped $1 billion. Marriott became the #1 operator of airport food, beverage, and merchandise facilities in the US with its 1982 acquisition of Host International, and it introduced moderately priced Courtyard hotels in 1983. Acquisitions in the 1980s included a time-share business, foodservice companies, and competitor Howard Johnson. (Marriott later sold the hotels but kept the restaurants and turnpike units.) The company entered three new market segments in 1987: Marriott Suites (full-service suites), Residence Inn (moderately priced suites), and Fairfield Inn (economy hotels). It also began developing "life-care" communities, which provide apartments, meals, and limited nursing care to the elderly, in 1988. Marriott split its operations into two companies in 1993: Host Marriott to own hotels, and Marriott International primarily to manage them. However, Marriott International still owned some of the properties, and in 1995 it bought 49% of the Ritz-Carlton luxury hotel group. In 1996 Marriott purchased the Forum Group (assisted living communities and health care services) and merged it into Marriott Senior Living Services. Marriott introduced its Marriott Executive Residences in 1997. Also that year the firm expanded overseas operations with its purchase of the 150-unit Hong Kong-based Renaissance Hotel Group, a deal that included branding rights to the Ramada chain. In 1998, after the division of its lodging and food distribution services, the new Marriott International then began trading as a separate company. That year Marriott also acquired the rest of Ritz-Carlton and established SpringHill Suites by Marriott. Marriott entered the corporate housing business in 1999 through its acquisition of ExecuStay Corporation (renamed ExecuStay by Marriott), which provided fully furnished and accessorized apartments for stays of 30 days or more. The following year it joined Italy's Bulgari, the world's #3 jeweler, in a $140 million venture of luxury hotels sporting the Bulgari name. Marriott refocused its operations on the lodging market in 2003 when it exited both the senior living and distribution services businesses. It sold Marriott Distribution Services (food and beverage distribution) to Services Group of America, and sold Marriott Senior Living Services to Sunrise Assisted Living (the management business) and CNL Retirement Properties (nine communities). The following year Marriott sold the international branding rights to the Ramada and Days Inn chains to Cendant (now Avis Budget Group) for about $200 million. In 2005 Marriott acquired about 30 properties from CTF Holdings (an affiliate of Hong Kong-based New World Development) for nearly $1.5 billion. It sold 14 properties immediately to Sunstone Hotel Investors and Walton Street Capital. The deal put an end to an ongoing legal battle between Marriott and CTF Holdings, which had alleged that the hotelier had pocketed kickbacks and fees from outside vendors. Marriott invested about $200 million in 2005 to upgrade its hotel beds with higher thread-count sheets and triple-sheeted tops, and it renovated and upgraded many of its Courtyard and Residence Inn locations during 2006. A difficult 2009 called for the elimination of more than 1,000 jobs. Also that year the company cut costs by modifying menus and restaurant hours, adjusting room amenities, and relaxing some brand standards. In 2010 Marriott introduced two new hotel brands into the market: Edtion (a boutique luxury chain) and Autograph Collection (independent luxury properties that each have their own unique identity). The firm spun off its time-share business, Marriott Vacations Worldwide, in 2011. Marriott International is one of the world's leading hoteliers, that operates, franchises, and licenses hotel, residential, timeshare, and other lodging properties under numerous brand names. The company has more than 6,100 franchised and licensed properties. Its hotel portfolio, which comprises nearly 1.5 million guest rooms, includes the premium Delta Hotels and Renaissance Hotel brands and its flagship Marriott Hotels & Resorts as well as the Ritz-Carlton, W Hotels, The Luxury Collection, and JW Marriott luxury brands. Additionally, the company operates the selectservice and extended-stay brands Courtyard and Fairfield Inn. North America accounts for 75% of Marriott International's revenue. SWOT Analysis Published 12-May-2023 INTERNAL S Strengths Brand Portfolio Cost Efficiency Operational Network W Weaknesses Working Capital Deficit EXTERNAL O Opportunities Business Expansion Growing Global Travel and Tourism Industry Growth in Accommodation Sector in the US T Threats Competitive Lodging Industry Increasing Manpower Costs in the US Unforeseen Circumstances Overview Marriott International Inc (Marriott) is a global hospitality company. It operates and manages franchises hotels and lodging facilities. A strong brand portfolio, operational network, and cost efficiency are its major strengths, even as its working capital deficit remains an area of concern. Business expansion, growing accommodation sector in the US, and growing global travel and tourism industry may provide ample growth opportunities to the company. However, unforeseen circumstances, competitive lodging industry, and increasing manpower costs in the US could pose challenges to the company’s operations. Strengths Brand Portfolio A strong brand portfolio helps the company maintain its loyal customer base and attract new customers, which results in an increase in revenue. Marriott operates, franchises, and licenses its hotels, residential and timeshare properties under luxury, premium, and select brand names across the world. As of December 31, 2022, Marriott operated its properties under 30 brand names in 139 countries across the world. Its luxury brands include The Ritz-Carlton, JW Marriott, The Luxury Collection, W Hotels, EDITION, and St. Regis. Premium brands of the company include Westin, Renaissance, Marriott Hotels, Sheraton, Le Meridien, Gaylord Hotels, Marriott Executive Apartments, Autograph Collection, Delta Hotels, Tribute Portfolio, Marriott Vacation Club, and Design Hotels. Its select brand includes Residence Inn, Courtyard, SpringHill Suites, Fairfield by Marriott, Aloft, AC Hotels by Marriott, Four Points, TownePlace Suites, Element, Protea Hotels, and Moxy. Cost Efficiency Marriott reported improvement in its cost efficiency, as reflected by its cost-to-income ratio, which improved to 83.33% in FY2022 from 87.37% in FY2021. This was due to a 49.9% increase in revenue to US$20,773 million from US$13,857 million in the previous year. The increase in revenue was mainly due to an increase in net fee revenues, owned, leased, and other revenue and cost reimbursement revenue in the review year. The growth in cost to income ratio resulted in an increase in operating margin. The operating margin increased to 16.66% from 11.44% in the previous year. Its operating income also grew to US$3,462 million from US$1,586 million in the previous year. Operational Network A strong operational network enables the company to serve a greater number of clients and enhances its financial performance. Marriott is a multinational diversified hospitality company that operates, franchises, and licenses a portfolio of hotels, residential and timeshare properties in 139 countries and territories in North America, Europe, the Middle East, Africa, Asia-Pacific, the Caribbean and Latin America. As of December 31, 2022, the company operated 8,288 properties with 1,525,407 rooms worldwide, including 5,846 properties with 964,412 rooms in the United States and Canada, and 2,348 properties with 538,101 rooms International. It had 1,989 managed properties with 560,551 rooms, 6,122 franchised or licensed properties with 937,683 rooms, 64 owned or leased properties with 15,692 rooms. In FY2022, the company added 394 properties with 65,376 rooms, of which approximately 61% rooms are based out of the U.S. and Canada, and 27% were converted from competitor brands. Its development pipeline includes around 496,000 rooms in FY2022. Its pipeline comprises approximately 22,300 hotel rooms approved for development but not yet undersigned contracts and over 199,000 hotel rooms under construction. Weaknesses Working Capital Deficit The company continued to report a deficit in working capital, which could affect its short-term business operations. In FY2022, the company reported a deficit of US$4,026 million, as compared to US$2,781 million in FY2021. It was due to higher current liabilities. The company’s current liabilities increased 14.5% to US$7,339 million from US$6,407 million in the previous year, while the current assets declined 8.6% to US$3,313 million in the review year. In FY2022, the company’s current ratio stood at 0.45 times, as compared to 0.57 times in the previous year. Opportunities Business Expansion The company’s business expansion initiatives will help it in broadening its customer and revenue base. In April 2023, the company announced the opening of JW Marriott Masai Mara Lodge, anticipated debut in the luxury safari segment. In March 2023, the company announced the opening of JW Marriott Jeju Resort & Spa in Seogwipo, Jeju. In the same month, the company announced plans to expand its portfolio in Greater China with the addition of 47 hotels in 2023, with more than 12,000 rooms, which would bring the company’s presence in the region to more than 500 properties and 150,000 rooms by the year end. In the same month, the company opened JW Marriott Hotel Madrid in Spain. Growing Global Travel and Tourism Industry Marriott is likely to benefit from the positive outlook for global T&T industry. According to the World Travel & Tourism Council (WT&TC), the direct contribution of T&T industry to the world’s GDP, is expected to reach US$4,065 billion in 2029. Moreover, the industry's total contribution to GDP may increase to US$13,085.7 billion in 2029. The increase in investments in T&T industry to US$1,489.5 billion in 2029, is likely to boost activities within the T&T industry. Growth in Accommodation Sector in the US The company could benefit from the growing accommodation sector in the US. According to an in-house report, the revenue of budget hotels in the US is expected to reach US$28.24 billion, and their room occupancy rate is expected to increase to 61.93% by 2025. The revenue from mid-scale hotels is expected to increase to US$92.31 billion and their room occupancy rate is expected to grow to 65.15% by 2025. The revenue of upscale hotels is also expected to increase to US$134.94 billion and the average revenue per available room to US$119.08 by 2025. The revenue of luxury hotels and their occupancy rate are expected to reach US$33.27 billion and 76.95%, respectively, by 2025. The growth in all hotel categories is expected due to an increase in leisure and business travel in the country. Threat Competitive Lodging Industry The company faces strong competition both as a lodging operator and as a franchisor. The US lodging market is highly crowded with more than 1,400 lodging management companies. These operators are primarily private management firms, but also include several large national chains that own and operate their own hotels and also franchise their brands. Each of the Marriott’s hotel brands competes with major hotel chains, home and apartment sharing services, in national and international centers and with independent companies in regional markets. The major competitive factors include quality, value, efficiency of lodging products and services such as loyalty programs, and consumer-facing technology platforms and services. The company faces strong competition from AccorHotels, Best Western International, Choice Hotels International, Hilton Worldwide Holdings, and InterContinental Hotels Group in most of the markets. Such intense competition results in huge demand for property space causing the increase in real asset prices. Marriott, known for its luxurious spacing and large hotels, have to undertake heavy capital outlay to acquire such properties. Moreover, intense competition leads to price war, which makes Marriott's luxurious brands noncompetitive resulting in low market penetration opportunities for the company. Increasing Manpower Costs in the US Increasing manpower costs could hamper the company’s operations. The tight labor markets and a higher proportion of full-time employees result in an increase in labour costs. Effective April 2023, the National Living Wage of GBP10.5 per hour has been made applicable in the UK to workers aged 23 and above, which indicates an increase of 92 pence or 9.6% over that in the previous year. The minimum wage rate for adults in the age group of 21-22 years is GBP10.18 per hour. For workers in the age group of 18 to 20 years and below 18, the applicable minimum wage rates are GBP7.49 per hour and GBP5.28 per hour, respectively, in the UK. Unforeseen Circumstances The company’s operations could be affected by unfavourable events. The spread of the coronavirus, Ebola virus, swine flu, and SARS resulted in a decline in tourist arrivals in the affected countries. Precautionary measures such as the suspension of flights affected the leisure market. Natural disasters such as wildfires in Greece and Turkey, Cyclone Tauktae and Yaas in India, earthquake in Haiti, floods in Western Europe, and heavy snowstorms in Spain in 2021 reduced the revenue of industry operators. Similar incidents may also lead to people reducing the frequency of their travel to certain countries. The Russia-Ukraine war, which started in February 2022, and the takeover of Afghanistan by Taliban in August 2021, raised security concerns across the world.

Scenario 4: The Effect of Additional Workload on Continuing Operations

Additional Scenario Information The issues that caused the work-stop order were satisfactorily addressed and work on the project resumed. The client is impressed with DRA PS’s work products and with how they addressed some difficult issues during the development and delivery of the last six or seven courses. The client wants to add repeat courses back into the schedule and add four new courses. The client wants to start the new courses immediately and wants them completed within the next 12 months. The current work must continue and not be affected by the additional work. Current Schedule and Workload Requirements One course is scheduled to be completed this year. Three more courses are to be developed next year. It takes 6 months to develop each course. The three-year contract ends September 30 next year. All of the additional work must be completed by that date. Current staffing consists of: One senior instructional designer Three graphic artists One director/videographer One subcontracted sound technician 12 © 2008 Society for Human Resource Management. Marcia R. Gibson, Ed.D. One media specialist One logistics coordinator One web programmer Two technical writers One subcontracted subject matter expert One editor One document specialist Current Organizational Structure The training academy is now two years old. DRA PS has developed seven courses; the last one was the most challenging to develop and yet one of the most successful. The success rejuvenated the team, which was struggling after the termination of the program manager, the three-month work stoppage, a change to the workload and schedule requirements, and the loss of co-workers. Development and delivery schedules were tight and required a great deal of commitment and hard work. The teams’ moods have run the gamut from devastation to euphoria. The current mood is somewhere in between. Retention and Recruitment Issues In the previous scenario, some staff members were looking for employment elsewhere. Motivation issues still persist. Additional staffing is needed because of the new work. A staffing analysis concluded that seven teams will be necessary to accomplish the additional work. Staff additions include: Three graphic artists Two logistics staff Three document specialists Two editors Fourteen technical writers Seven instructional designers (these will be negotiated with the subcontractor)

Scenario 3: The Effect of Losing Staff Members during a Staff Reduction

Additional Scenario Information Six months into the project, the client reviews the progress and issues a stop-work order. The main issues identified during their review: There were different expectations about the complexity of graphics in course development and course materials. There were different opinions about the level of marketing required (marketing a course versus the entire academy, no post-course promos, etc.). There were issues with instructors. There were instances where instructors had rescheduled on multiple occasions or cancelled. There were concerns about the subject matter experts (SMEs). SMEs had been hired outside of the budgeted amount. There were also concerns about the SMEs not providing the level of technical writing expertise required, which resulted in having to hire additional technical writers. DRA PS addressed some of these concerns by removing the videotaping requirement during the analysis phase and removing the repeat courses that were going to be offered during the final contract year. By eliminating videotaping and repeat courses, the remaining courses to be developed and presented were stretched over the rest of the contract (2 ½ years). This means that instead of developing and offering the 15 courses using two teams in a staggered fashion over two years, DRA PS must reduce staff. Currently there are three senior instructional designers, six graphic artists, three document specialists, six technical writers, three subject matter experts, and two editors assigned to the teams. Your subject matter experts are consultants under contract. You don’t want to lose your staff, but you may have no choice but to let some go. Some of the employees resign when they hear the news. Three instructional designers quit and the remaining three are searching for new jobs. All your technical writers have résumés out to potential employers. Your senior graphics lead, a person you count on, has a job offer with another organization. What will you do to maintain a staff to meet the contractual changes and ensure a quality product? What can you do to retain your employees and instill confidence that the program is stable?

Scenario 2: The Effect of Firing the Program Manager on Staffing for the Second Phase of the Project

Additional Scenario Information Work is well underway. A Task Management Educational Plan is being written to articulate the scope, work breakdown, processes, schedules and assignments at each project phase. This plan must be done within the first month of the project start date. DRA PS hired a new program manager from outside the organization to oversee the new project. DRA PS hired her based on her college degree and years of experience in the field and needs her to get up to speed quickly. An existing program manager who worked on the project proposal and who has met the client is assigned the project’s principal instructional designer. Client’s Requirements The client expects the program manager to conduct weekly status meetings with them; communicate with them on a daily basis through e-mails and telephone calls; and to meet established deadlines for product delivery. The client will conduct quality assurance reviews immediately to keep the schedule on time. Schedule and Workload Requirements The team is organized into three divisions: course development, marketing, and web site development. Each division has a lead team member. The program manager has oversight of the entire project. The web site must be designed and launched two months after the project start date. A marketing plan and branding campaign must be designed before the web site can launch. Marketing products must be ready for distribution at the same time as the web site launch. The first course must be delivered at the start of the fourth month from the project start date. The course review and rehearsal must be ready two months after the project start date. © 2008 Society for Human Resource Management. Marcia R. Gibson, Ed.D. 9 Analysis work for the second course must start two months after the project start date. Program Manager’s Actions The program manager seems friendly but does not seem to be leading the team. She holds weekly status meetings with the client but doesn’t say anything during those meetings. She responds only by e-mail to client communications and calls only to confirm meetings. The client is not impressed with the program manager’s performance and notices that the lead instructional designer is actually filling both the program manager and instructional designer roles. One month into the project, the client mentions the program manager’s performance to the vice president of the division. The vice president promises to talk to the program manager and help her improve her performance. By the end of the second month, the analysis for the second course has started. The first course is ready for review and rehearsal, which means all materials have been developed and are ready for instructor review. The preliminary branding campaign was completed, marketing materials are ready for approval, and the first version of the web site has launched. The vice president of the division phones the client and asks for feedback on the project accomplishments to date and the program manager’s performance. The client praises the progress made in such a short time but thinks it has happened in spite of the program manager. The client informs the vice president that the program manager missed the deadline for delivery of the Task Management Educational Plan. When it was finally delivered, the client sent it back as unsatisfactory. Also, the client feels that the program manager has been uncommunicative; she has not said a dozen words in the past eight weekly progress meetings. The client is not pleased with the program manager’s performance. At the end of the third month, DRA PS decides to replace the program manager. In spite of this, team leaders have made sure that the first course is ready, the web site is launched, and the marketing plan is developed and implemented on schedule. A new program manager is needed right away.

Case Study

Introduction and Organization Overview DRA Performance Solutions (DRA PS) was founded in 1992 with the goal to improve human performance using multiple technology avenues. To improve human performance, DRA PS makes recommendations about how to change work environments to improve employee performance, motivation and morale; and develops courseware for skill improvement. The Training Solutions Division of DRA PS develops the courseware products. Revenue for past year: $25 million. Revenue for the Training Solutions Division for the past year: $10 million. DRA PS total workforce: 650 employees, 260 of whom are employed in the Training Solutions Division. Case Study Background The Training Solutions Division (TSD) of DRA PS was recently awarded a $6 million contract to develop a training academy for BTA, a United States government organization with highly educated personnel. The contract is for 36 months. The academy must be up and running in three months and the first classroom course offered at the start of the fourth month. TSD must develop the following before the first classroom course is offered: a. A project plan and timeline for the academy’s development, including web site design and launch, course development and repeat course cycles. b. Paper-based training and educational products. c. Web-based training and educational products. d. Digitized video training and educational products. © 2008 Society for Human Resource Management. Marcia R. Gibson, Ed.D. 3 e. Marketing brochures, posters and e-mail announcements. f. Event logistics plans. g. Delivery schedules for 15 courses. h. Training analyses for the first and second courses. i. Instructional design plans. j. An instructor’s guide, participant manual and PowerPoint presentation with a variety of multimedia components such as graphics, animations and videos for the first course. k. An examination for the first course. The training academy will be completely virtual. All academy marketing, courses and attendee registration will occur online. In addition, the academy web site will house course materials and records for attendee access, and an interactive forum for academy member collaboration. The contract requires TSD to develop 15 classroom-based courses that are highly interactive and use innovative multimedia approaches. After all the courses are developed and delivered one time, they will be repeated during the last year of the three-year project. Project Phases Project development will occur in two phases: Phase 1: Create the training academy (3 months). Implement organizational structure. Develop and launch web site. Develop and implement branding for the academy. Develop and distribute marketing materials. Develop the first course. Deliver the first course. Begin development of the second course through the analysis phase. 4 © 2008 Society for Human Resource Management. Marcia R. Gibson, Ed.D. Phase 2: Maintain academy operations, develop and implement remaining courses, and offer repeat sessions (2 years and 9 months). Complete development of the second course. Deliver the second course. Implement development schedule for the next 13 courses. Offer repeat courses during last year of the contract. Continue to manage the academy, maintain the web site and market the courses. Organizational Structure

The Training Solutions Division is a matrix organization* divided into the following branches: Project Management 6 © 2008 Society for Human Resource Management. Marcia R. Gibson, Ed.D. Instructional Design Graphic Design Programming Document Production Logistics Multimedia * A matrix organization uses a multiple chain‐of‐command system. In a matrix organization, employees typically report to a manager with profit or overall project responsibility and to their functional manager who is responsible for maintaining product quality and functional performance. Current TSD Staffing All 260 employees in the Training Solutions Division are already assigned to projects. The new contract will require TSD to determine how many employees they will need for each division branch and for each project. They will need to take into account when current projects are ending; who can be moved from those projects to the new project; and how many new employees will be needed. Scenario 1: Increasing Staff to Complete the First Phase Additional Scenario Information MRG HPI Policies and Guidelines for Assigning Employees to Projects DRA PS is committed to maintaining a highly qualified talent pool. Therefore, all DRA PS employees must be considered for new work opportunities before being terminated due to lack of an available, relevant assignment. New employees must be hired to support existing workloads. Full-time position requests must include verification of the project assignment; a budget to support the position; and the duration of the assignment. If project will be short in duration, term hires must be considered or even the use of a consultant or subcontractor. The addition of a new position requires written approval from the project manager, branch chief, the vice president of the Training Solutions Division, the chief operating officer, the chief financial officer and the vice president of Human Resources. Subcontractor hiring requires written approval from the project manager, branch chief, of the vice president of the Training Solutions Division, the vice president of Contracts, the chief operating officer, the chief financial officer and the vice president of Human Resources. Staff reassignments require written approval from the branch chief, the vice president of the Training Solutions Division, the chief operating officer, the chief financial officer, the vice president of Human Resources and the chief executive officer.

Be Back Soon...

My site is currently under construction and should be up and running soon. The new face and new posts will up back by August 2nd. Stay tuned!