Tollgate Group is a holding company that manages real estate access and specializes in the provision of professional real estate services. Primarily, areas of specialization include property valuation, property development, property management services, and agency services. The company offers a menu of other real estate services to realtors and their customers. Tollgate group offers wide access to other real estate properties and is committed to identifying the most competitive products for its customers. Marian Billings and Shoe Collymore founded the company. Both founders have over 15 years of experience in the real estate market. Marian Billings was born in a real estate agents family having worked in their family business.
Tollgate group adopts a simple organizational structure with Marian Billings and Shoe Collymore assuming the roles of the president and CEOs. Under them are four Vice-Presidents, each heading their respective departments while reporting directly to the president. The four departments are Human Resources, Sales and Marketing, Finance, and Production operations. Other important individuals are managers, supervisors, and subordinate employees.
Tollgate Group intends to establish a stable, well-managed, and profitable real estate company while at the same time providing the best real estate services to realtors and clients. Integrity, professionalism, and personalized customer service are the main principles that guide operations at the company.
Influence of the founders
Tollgate Group’s management philosophy requires members to respect to the ideas and opinions of founders. Equally, the philosophy calls for equal recognition of contributions made by investors, stakeholders, and employees of the company. Marian Billings and Shoe Collymore have provided strategic and visionary leadership to the company since its inception. They have given their best in order to create a stable working environment that enables workers to work as a team where contributions are regarded in equal measure. The founders have also been influential in community involvement. Marian Billings and Shoe Collymore have demonstrated to the community that the company is capable of adding value and quality to the community. Finally yet important, the founders have played a key role in reminding employees of the company on matters regarding customer service.
Primarily, the management style at the company entails the creation of a vision and translating the vision into realistic objectives. Marian Billings and Shoe Collymore are critical in guiding the company towards the realization of this vision. The experience, talents, and extensive knowledge of Marian Billings and Shoe Collymore come in handy at the company. Such skills are critical in addressing the WHAT, WHY, and HOW of the organization. The WHAT factors covers the thought and decision making processes, the WHY covers the factors that motivate the management of the organization, and the HOW factors entails the strategies employed during the management of critical situations in the company such as the management of conflicts.
Simple SWOT Analysis & first year cash flow estimates
The company’s financial growth is expected to follow cash-flow projections based on monthly assumptions that reflect persistent growth coupled with the process of advancing alongside the changing technology. This is the first year projections:
Cash received (sales)
Cash from Operations
Sales tax, VAT
New Investments received
Cash received from operations
Total received from operations
Purchase of assets
Net Cash Flow
Strong management structure
Weak capital structure
Growing middle class
Favorable real estate policies
Uncertainties in the real estate market
Alignment of organizational and management goals
Alignment of organizational and employee goals
Alignment organizational and management goals
Aligning the both the management and the organizational goals will be important in ensuring that the day to day activities go in line with the company’s mission, vision , values and goals of the company. The following steps will be followed in ensuring that the management and the company’s goals are consistent.
1. Addressing any underlying issues between the management and stakeholders, which might be a hindrance to the company’s goals.
2. Having frequent meetings between the management and the stakeholders to help in bringing a better understanding and reviewing alignment issues.
3. Clearly stipulating the management roles and responsibilities to ensure that they make a noteworthy difference in the success of the company.
Alignment of organizational and employee goals
Most employees might not be motivated to achieve the objectives of the company such as entering in to the new markets. The lack of motivation might arise because of the employees will always have their own goals to fulfill. These goals will always occupy their minds but it will be necessary to harness their personal motivation by aligning their own goals with the company goals. The following steps will be used to ensure that there is successful alignment of both the company’s and the employees’ goals.
1. To make the employee needs a priority in the company. During times of economic upheavals, layoffs will be minimized and instead, other budgetary allocations will be exhausted first.
2. Explaining the benefits of the organization objectives on the employees in the long run.
3. Individualize the employee incentives to ensure that the rewards suit the different needs of the employees. For example, younger employees may prefer extra time during their vacation, while the older employees might prefer enhanced health benefits.
4. Devoting part of the company’s resources to realizing a societal benefit.
Expected life cycle
Toll group’s business operations begins at the entry stage because the founders have already decided to enter the real estate market and progress to the cruise and crucible stages (Eric, Siegel, Brian, Ford, & Jay, Bornstein). Interestingly, the business plan will start receiving revenue streams in the first year due to the high volume of customers seeking to strike a deal out of the real estate market. This signifies the growth stage. The crucible and cruise stage are expected later as the business progresses and as the business reaches this stage, it will implement new business model to suit the sustainability.
Eric, Siegel, Brian, Ford, & Jay M. Bornstein, 'The Ernst & Young Business Plan
Guide' New York: John Wiley and Sons, 2003
Mack, .Stan. “How to align Organizational Goals to Employee Goals.” 2012. Web. 19
August 2012 http://smallbusiness.chron.com/align-organizational-