Sample Management Capstone Project Paper on California Road Charge Pilot Program

Abstract

The California legislature in 2014 called for a Road Pilot Program. These were aimed at taking a study of the system where the drivers could contribute a fee for maintenance of the road and other improvements on transport based on the distance they drive rather than the amount of gas that they consume. The program is set to inform the legislature to decide whether moving together with a full implementation plan. The transport system of California had a responsibility to recruit and sustain the business. The CEO employed some methods of spreading the word and recruiting of a participant who was volunteers (Whitty, and Imholt, 2007). These included using the Motor Vehicles Department(MVD) and other departments of the state to make awareness to the drivers aware of volunteer opportunity.  Also, a large number of partners are to be involved, and through them, they can reach out to recruit more people. This paper explores how the CEO of the California Road Charge pilot program will use the management skills, habits, and knowledge gained throughout this program.

California Road Charge Pilot Program

Introduction

            The staff that the CEO collaborate with including the Manager of Marketing and Communication, the Human Resource Manager the Chief Operations Officer and the Chief Technology Officer to ensure the program is successful.  The issues that are raised by this program will be sorted if there are proper management and coordination between the CEO, the directors, employees and the drivers. The two initiatives that are competing are; the effort to inspire commuters to use car pools, bicycles, public transport or other means of transportation that have minimal impact on the environment as these will reduce congestion. Secondly, to ensure availability of adequate funds to maintain and fix roadways. The CEO uses the communication skills gained from the program give directives to the various department to ensure each department does the best in as they try to address the concerns (Leduc, 2008).    

The directive from the CEO to the Director of Marketing and Communication. The directive outlines the strategy taken to address the situation of the external public response and short-term and long-term marketing strategy that will make the business progress.

  1. The Marketing Strategy Outline. 

a. The marketing strategy to address the situation of the external public response concerning the California Road Charge Program.

The market strategy plan in the pilot program should be taken annually and covering the year ahead. Always people assume conflict that exists between social, economic and environmental the policies to minimize emission and improvement programs for the disadvantaged people get criticism as threats to jobs and business. The conflicts can be stopped by adopting the marketing strategies that support social and environmental objectives that are also advantageous to the economy. To appreciate a successful marking plan is necessary to consider every relative benefit costs. Marketing for the road charge program starts by defining the problems of the system such as costs which describe the conditions that are considered undesirable by the people. To respond to these issues California road charge pilot program has to address the following;

  • Uncomfortable and inconvenient travel conditions
  • Traffic congestion
  • High consumer costs of operating and owning costs, and paying fares for transit   
  • High road building and maintenance cost and parking facilities
  • Pollution emissions
  • Non driver’s inadequate mobility
  • Excessive consumption of energy and economic costs associated and damages in the environment.
  • Poor physical fitness.

The California roads charge program should address these factors. Marketing strategies should define desirable outcomes that are the inverse of the problems. For instance, if congestion in the traffic is a problem then marketing planning to reduce congestion should be an objective. Accidents are traffic problems which may affect roadway users then the marketing department has to initiate a strategy to mitigate the road accidents. These describe what the road charge pilot program needs to achieve (Jain and Haley, 2009). The conventional transport marketing strategies focus on specific planning objectives and do away with others. Evaluation informal, economic was particularly evaluating the impact which is monetarized and quantified to solve the issues and encourage road users to cooperate with the system of road charge pilot program.

The department of marketing and communication has to consider the following;

  1. Increase the comfort and convenience of the user – by definition better user conditions, comfortable and convenient for transport and road users in general. The marketing and communication department should ensure better communication to aid in delivering the information, nice traveling facilities in the public transport, and waiting for transit areas, and less crowded vehicles for transit. With this consideration, the current strategy often recognizes desirable plans that are not quantified generally or included in the cost-benefit analysis.
  2. Congestion reduction- the users, are encouraged by the reduced delays; these are associated with reduced time to travel time, pollution and fuel cost. The marketing and communication department should take the consideration to motor vehicle congestion to be recognized in a full range and quantified. The other reasons for delays such us non-travelers is another barrier effect to be taken care.
  3. Roadway cost saving- the program of the road charge pilot program should be focused to reduce the building and maintenance cost for maintaining roadways. These should be considered   
  4. Parking saving cost – the program should ensure the funds that are collected from the road users are used to build and maintain parking facilities. The marketing department should consider the to be a major factor in cost saving and encouragement tool. These will then keep travel cost to the alternative mode and the evaluate the transport projects and policies.
  5. Consumer cost saving- road users ought to enjoy the reduced costs as these will be an encouragement to own operate and own vehicles and for the transit public fares. Operation saving cost to be recognized. Ownership savings including improved travel options in the household allows reducing the cost encouraging road users.
  6. Minimized traffic accidents- reduced traffic crashes per capita and the costs associated. Measured per mile as the vehicle travels. Crash risk is considered. The impact of vehicle mileage is to be ignored.
  7. Improved options for mobility- improved quality and quantity of transport options, affordable in particular modes that can serve the non-drivers. These to be recognized to some extent but should not often be quantified for it is included in an evaluation of the formal economy.
  8. Energy conservation- Energy consumption to be reduced. These are particularly petroleum products. The factor is to be recognized to some extent.
  9. Pollution reduction-  harmful air to be reduced noise, and water pollution. Considerations of this factor to be taken seriously as the effects the health of the road users and the participants/employees.
  10. Health and physical fitness- physical fitness and health to be taken care of particularly to walking road users and the employees. The considerations depend on the demand and to be often quantified.

b.    Short-Term and Long-Term Business Strategy.

The business strategy is advantageous and more evident if the long-term travel impact is more considered. For instance, in the short run, the expansion of the roadway is costly.  Over the long run, these will encourage road users as there will be reduced congestion and an additional vehicle. These will also reduce the number of traffic issues including congestion downstream. That is an expansion of the highway increased street congestion, parking facility cost, energy consumption, and accidents. The other benefits are improved use of energy, sprawl, and pollution emission

 The marketing and communication department of the California road charge pilot program to take into consideration the marketing strategies. That may compromise the effects in the shot-rum but long term benefits to be overwhelming.

The marketing department to takes note of the requirements which include;

  1. Options-  Road users who are the consumers need viable location and transport options and proper information about the provided options. The road users lack viable options to automobile transport and leaving in a community of automobile. Communication information to be used to increase option in travel directly and indirectly by alternative demand stimulation.
  2. Cost based charges- The cost for each charge to indicate its productivity. A motor vehicle is usually underpriced. More efficient pricing to be adopted.
  3. Economic neutrality-  policies to the public. Taxes, laws, investment, should not favor arbitrary one group or activity. Various laws, planning, practices, and funding to support automobiles to other alternatives. These should help in correcting biasness that favor automobile   over other modes of transport
  4. Land use- policies of land use not to favor developments that are automobile oriented. The patterns of land use should be encouraging by the policies that have a lower density. This strategy corrects biasness in land use that encourages automobile and sprawl dependency.

2.  CEO Directive to the Human Resource Director Outlining Recruitment, Motivation, and Retention Strategy.

Recruitment in the California roach charge pilot program.   

The recruitment committee to ensure the right candidates are selected for final consideration. The volunteer applicants to be evaluated by more than one individual to make sure that biasness is minimized to come up with the best potential candidates. The human resource manager will need to identify those candidates with direct interaction with any one of the selection committees in the course of the recruitment exercise. The human resource manager to appoint a committee that should eye the hiring committee not to make a cross section staff that is diverse. The board to designate a member who will act as a compliance and affirmative action to liaise and monitor the aspects and activities of the recruitment committee.  All the groups to be presented to the hiring committee. These groups include youths, women and men and special efforts to be made to keep the participants encouraged. Those departments that lack diversity are asked to appoint one of their staff outside the department to select committee,  

The applicants are required to demonstrate skills such as communication and perform/ apply tasks of the position they are applying. The human resource manager to assist in identifying the best tests that are to be used. The road charge pilot program needs volunteers who have been victims of the initiative or those who think that it’s the best way to continue maintaining the road. The recruitment committee to set an interview date. Preparations for the hiring process should be done early. These includes arranging the board room, setting questions for every department and score cards. There should be a well-organized and coordinated recruitment panel (Boxall, and Purcell, 2011).  The board should choose one of them who will welcome the interview and introduce the group. After the interview the marks are compiled, then those candidates who are fortunate to be given a call and invited to the interview at a specified date. As the newly recruited employees attend job to be for training through a thorough training before they resume to their respective workstations.   

Motivation and retention in the California roach charge pilot program

It is important to keep attracting skilled young employees. Though in business today this seems to be a difficult exercise. The human resource director to take the tips that follow to increase the newly employee satisfaction of California roach charge pilot program. As a result, these will minimize the recruitment cost and make the business more productive.  Improve the ability of the firm by being more productive; the program needs to apply a process to attract, motivate and retain the employees. The process that is to be used includes providing a positive working environment. Recognized and reward efforts. Engage and involve (Akingbola, 2006).  Develop potential and skills. Measure and evaluate.

Provision of a positive working environment. A positive working environment makes employees comfortable that they are doing the right thing and that they are in the right place. Creating good relations throughout the workmates is a good thing. These are considered from the top management to the staffs. The supervisors to be calm to the newly employed so as to avoid scaring them away. Clear communication among the employee and interaction among themselves should be encouraged to a greater extent. Proper training in various department promotes and attracts the employee to keep on wanting to know more and become productive in the business.

Recognize, reinforce, and reward a good character. Not only bonuses and pay encourage that employees not to go through the back door but also other things such as basic needs. The basic need to feel appreciated makes one proud of his/her work. The incentive and recognition programs to be put in place. The successful recognition program is not complicated but cheap and efficient.

Involve and engage. People show up for work but for them to turn productive employee engagement is a key factor. People to be given chances to give their opinions and suggestions as this will make them have a sense of ownership. The workers feel encouraged when they are involved in certain positions and responsibilities

Develop potential skills. Most people value their career skills than anything; it can be said that skills are as valuable as the money they make. The employee believes that they can leave their present job with the same benefits for a company with better career development opportunity.

Measure and evaluate. Continuous evaluation is essential for improving the business’s productivity.  The primary reason for this exercise is to measure the progress and determine the aspects or characters that satisfy or those that do not provide for the workforce. The evaluation process includes the measurement of altitudes., turnover, morale and the level of the labor force engagement.

3. Data-drove questions to chief operating officer.

  1. To what extent do you appreciate talent? – A good Chief operations officer is a person who takes care of the others (a people person) they ought to understand that the business depends on individuals that are talented. The employees need to work in a team. As they work together, they should keep to one another on the operations they maintain the company to improve depending on the channel of talents. Raising the level of abilities regularly, through providing opportunities and great hires, and opportunity provision to develop skills in the team member.
  2. Will you sacrifice your time to attend the business agency? The question is set to identify the ego of the chief operation officer. The bust chief operations officer will put the business first. There should luck ego totally for them to work properly (King, 2002).  The COOs find ways and time to highlight more important business matters to attend to before doing anything else that is out of the firm. They should be ready to deny and distraction of any form to give the business the opportunity to the enterprise.
  3. What are the important decisions you make for the progress of the company? Sometimes when the decision that made the chief operations officer gives the final determination on what is to be implemented. The question is intended to know the productivity level of the chief operations officer. The data to guide the COO recorded and analysis are taken according to the evaluation. These are important as an effective COO is identified as one who will stop the wrong decisions and ask for the data to be used as the guide. These are because they are responsible for ensuring the strategic vision is translated into profitable operations. The chief operations officer must be data driven. The COO should not allow the instincts to guide the business, internal politics, executives, and haunches.  The business should not underestimate the work of the COO as they are just one step to the CEO.
  4. What strategies with the focus on the business detail do you intend to initiate? The chief operation officer needs to dig into the issues that are supposed to be addressed by the company. At the same time, they should be knowing their responsibilities as these helps them to keep on track. The COO ought to be goal oriented, and their priorities should be upright. 

4.  A Directive to the Chief Technology Officer

Technology concerns and the considerations.

Monitoring and new technology assessment. The CEO is concern that the CTO should consider the first moving world of technology and manage change with time. The rate of technology change guarantees the knowledge and gained expertise in the years that the officer has been in that business. These give a reason as to why the CTO should be keen to the changes. The CTO should be up integrating technology-based activities into the company that requires that the Chief Technology Officer natures the relationships that are essential throughout the business.  The concerns for the CTO to the employees are productive to the business providing reliable technical assessments for potential business.

Strategic innovation. In the California road charge pilot program new services based on technology are the lifeblood of the organization. For the organization keeps the business sustainable, the services have to change as the technology keeps on evolving. 

Marketing and media relations. The attention of the media to the products and services of the road charge program capabilities play a significant role in the service delivery and product success. Technical expertise is required to translate products and services in the business into the terms that can be marketed. CTO responds to the concerned to the communication information technology to initiate marketing through advertisement and promotion with the aid of the media (Jaeger, and Bertot, 2010).

Business culture. The chief Technology officer contributes concerned with the strategy, media, relations, government, acquisition, committee and academic studies. The CTO plays a role in the creation of the internal culture. The CTO initiates policies and activities that create a friendly technology culture that is aligned with the business strategy.

5.    A statement to the board of trustee about the ethical and social responsibility of the organization and the plan to meet the responsibility.

Ethics is defined as the code of values and moral principles that govern a person’s behaviors or a group considering what is wrong or right the ethics sets morals that are termed evil or good in decision making and conduct. Ethics deals with values that are part of the culture of the corporate. Social responsibility; corporate social responsibility also means differentiating what is right from the wrong and doing the right. Formally it is the obligation of the management to make choices and take actions that will contribute to the society’s welfare as well as the organization. The CEO California road charge pilot program writes the following to the board of directors about the ethics and social responsibility ethic.

The ethic of the natural environment and sustainability. The organization has the responsibility to sustain the environment. Environmental conservation is one of the social responsibility. The business should take into consideration and mitigate problems such as pollution and preservation of trees. These can be achieved by devising chemical disposal mechanism. Air pollution can be reduced by converting gasses into steam to generate electricity that will subsidize energy in the community and at the organization.

Economic responsibility. The organization is the society’s underlying economic unity. It’s responsible for providing goods and services that are necessary for the society (Lindgreen, and Swaen, 2010).  The organization is obliged to maximize profit for those who own shares. The economic is activities are carried to the extreme.  These will be achieved by proper management to ensure the company is profitable so as to ensure maximum revenue.

Responsibility to educate the community. The organization should create schools and colleges to ensure the society is literate. These should be initiated by setting aside land and other resources to take the project to another level. Child guidance centers should be created to minimize criminals and encourage leadership in the society.

Job creation. It’s the obligation of the organization to create jobs to those whose jobseekers. There is increased unemployment in the recent past. The corporations are encouraged to create as many jobs as possible to reduce the rate of unemployment. Those people who are not employed become idlers and they easily become criminals. These can be achieved by expansion of the organization, by opening extensions and branches and even starting a training school. The program to build schools and colleges to create more employment works better for the organization.   

References

Whitty, J. M., & Imholt, B. (2007). Oregon’s mileage fee concept and road user fee pilot program. Oregon Department of Transportation.

Leduc, G. (2008). Road traffic data: Collection methods and applications. Working Papers on Energy, Transport and Climate Change1(55).

Jain, S. C., & Haley, G. T. (2009). Marketing planning and strategy. Cincinnati South-Western Publishing Company 1985.

King, D. (2002). The changing shape of leadership. Educational leadership59(8), 61-63.

Boxall, P., & Purcell, J. (2011). Strategy and human resource management. Palgrave Macmillan.

Akingbola, K. (2006). Strategy and HRM in nonprofit organizations: Evidence from Canada. The International Journal of Human Resource Management17(10), 1707-1725.

Akingbola, K. (2006). Strategy and HRM in nonprofit organizations: Evidence from Canada. The International Journal of Human Resource Management17(10), 1707-1725.

Jaeger, P. T., & Bertot, J. C. (2010). Transparency and technological change: Ensuring equal and sustained public access to government information. Government Information Quarterly27(4), 371-376.

Lindgreen, A., & Swaen, V. (2010). Corporate social responsibility. International Journal of Management Reviews12(1), 1-7.