The Management of Queensland Theatre Company - Case Study Example

Strategic Plan Student’s Name Subject Lecturer Date QUEENSLAND THEATRE COMPANY STRATEGIC PLAN Introduction The Miners support agency assisted the management of Queensland Theatre Company to develop a strategy which will run through three years assisting the company in offering services and company development. It is expected that this strategy will help the organization to support this program for three years. (MacDonald, 2009). Executive summary Queensland Theatre Company believes in an environment that is free of full dependency, with morally upright generation that is able to make solid decisions. Following the fact that the operations of Queensland Theatre Company requires young and energetic people, the organization has been able to capture the cream of the society which is full of innovation and skills. This project would help the young people in the region to be able to have business skills that would help them to be able to start-up businesses all by themselves rather than just staying idle waiting for job offers or relaying so heavily on what other businesses would offer to them. Despite the fact that Queensland Theatre Company rates the best in its locality, it still follows the operations of the local companies to be able to learn new ways and methods of operations that enable the company retain its muscle in the competitive environment. Background and history The Queensland Theatre Company began way back in 1978 as a talent nature school. In 1980 the company specialised its line of operation to an art and acts company where numerous young people who had the passion and the talent of acting showed up with an intention to offer their services. By then, the organization absorbed high school leavers who had the talents nurtured from their school level. After the award of the 1996 contest, the company worn the best performers ward nationally and this gave the company baseline to venture into the Government schools with the idea of acting for them and make it easy to the understanding of the literature books that the learners use for their national Examination. In 2000, Queensland Theatre Company was registered by the Bureau of standards as the company recognized in the assistance of making it easy for the students to understand some of the literature books. Having gone national wide, there was need to engage in more qualified staffs and hence what the company did, it trained the staffs who already existed by giving them a scholarship to study to in theatre arts. Since this year, the company advanced from dealing with the high school leavers and from then, it started employing graduated who has done their degree in theatre arts Mission The mission of Queensland Theatre Company is to provide relevant skills, resources and knowledge to the young people to be able to reach their full potential in life. Vision To create an environment where people have self-reliance in terms of their job careers and moral standards. Values The Queensland Theatre Company believes in an environment that is free of full dependency, with morally upright generation that is able to make solid decisions. Framework Having done an internal and external evaluation of the Queensland Theatre Company, a strategic issue was realized which the company has not been attending to. Queensland Theatre Company realized an opportunity of handling a social responsibility of training the youths who are jobless about customer service. This would help the young people in the region to be able to have businessskills that would help them to be able to start-up businesses all by themselves rather than just staying idle waiting for job offers or relaying so heavily on what other businesses would offer to them. Internal and external environment The Miners Agency had a responsibility of collecting data both internally and externally which involved use of questionnaires and oral interviews with the Queensland Theatre Company customers and other stakeholders (MacDonald, 2009). Also, documented information about the organization was also used to give an overview of the company’s market structure and the population distribution of its customers. The major reason for the external evaluation was to identify opportunities and challenges that may be experienced in the next three years that this strategy is going to be implemented. (Holloway, Hubbard, Jöns&Pimlott-Wilson, 2010) Internal environment Research showed that Gresco limited has had a great advantage of being one of the best companies in the provision of theatre performers. Following the response of the stakeholders and the larger community, 60% of the likes were taken up the Queensland Theatre Company (Gloor, Cooper, 2012). With this recognition it is able to attract highly skilled and innovative employees who have boosted the performance of the company so much in the last ten years. Following the fact that the operations of Queensland Theatre Company requires young and energetic people, the organization has been able to capture the cream of the society which is full of innovation and skills. External Environment Queensland Theatre Company had an opportunity of expanding its market to a higher level as most of its stakeholders are way still interested in its products and so far it’s known to be the best theatre actors.In as much as other organizations are coming up, it still holds its increasing market structure which has been local and international. Queensland Theatre Company has is majored its benchmarking on most of the national and international companies who have been of great help to the marketing strategy and competitive ability of the company (Thieme, 2010). Despite the fact that Queensland Theatre Company rates the best in its locality, it still follows the operations of the local companies to be able to learn new ways and methods of operations that enable the company retain its muscle in the competitive environment. Some of the local, national and international companies that Queensland Theatre Company mostly does benchmarking with includes: - Jemes Arts and Acts company, The Brooks performer limited and the Jones arts Limited. The highest number of Queensland Theatre Company stakeholders is the high schools that require the company to show some acts for the various setbooks that are read for the purpose of the National Examination purposes.The company helps the learners to get an easier way with learning the set books by standing in the position of the particular actors that are listed in those books. This helps the learner to utilize not only the sense of hearing but also the sense of sight which in return helps to boost their memory even more. Various individual businesses working in the similar line has shown a great interest to partner with Queensland Theatre Company, one of them being teen talk Agency which deals with guidance and counselling of the young people in the secondary schools(Coenjaerts, Ernst, Fortuny, Rei & Pilgrim, 2009). Partneringwith Queensland Theatre Company would help Teen talk enlarge its market and as well help Queensland Theatre Company increase its value. This project has a high possibility of expanding even more because there are many bodies that has the same interest that the organization can be able to partner with to be able to give quality services for a sustainable period of time. Goals and Key Performance Indicators For the next three years, Queensland Theatre Company will be focusing on the following goals. By the end three years the company will have been able to carry out the following goals. Goal Evaluation 2014 2015 2016 Gather about three thousand youths The should be recorded documents of all the people who are registered throughout the three years Then company will have registered at least 1000 youths In 2015 there will be 2000 youths In 2016 they number gets to 3000 Will be able to have trained about 95% of those youths gathered about customer service skills. The measure will be indicated by the feedback from relevant youths. In 2014 at least 950 1000 1000 Queensland Theatre Company will have been able to cause awareness to at least 90% of the young generation on better ways of doing business. The measure will be indicated by the applicability of the skills offered. Help about 60 % of the young people trained to start of their own businesses. The number of businesses running through the next three years and are successful. Strategy The Queensland Theatre Company is launching a new strategy towards that will aid in the accomplishment of the many goals that has been laid for the period of three years. This strategy is about training young people towards the skills of customer services that will aid in the development of the relevantentrepreneurial skills.It also intends to reduce the rate of dependence to those people who are employed by the unemployed, also the less skilled people. (Kirmse, 2009) Markets The Queensland Theatre Company is partnering with Jamu group of companies that is offering to fund the project for the first two years. Jamu is an organization that partners with the organizations that can provide the resources to develop the communities all over the world.(Reiman, 2010) Queensland Theatre Company markets are made up of a group of interested institutions who has similar goals of boosting languages in their institutions of learning. Generally, young community is the market of Queensland Theatre Company. Queensland engages high skilled labour and more so very innovative group of labourers.it stands very outstanding in terms of the market coverage.it has the ability to reach out to markets nationally.Due to its flexibility and reliability, it has stood out in the face of all its competitors. (Arogundade, 2011) Program The company expects to atleast reach around one thousand youths per year.This project will help the organization build its image within and without the organization where it operates. The program also will benefit the community reduce the rate of crime as most of the people who stay idle will be engaged in their own businesses. This program is an improvement from the previous year’swhere by the company has been concentrating much on the internal affairs. Rationale After a thorough consideration of the community’s pleas, the organization realized a need to carry out a social responsibility that will enable the community develop together with the organization.This will be done through carrying out a series of training among the youths in the country in groups. Each group will be trained on various business ideas development techniques within a given specific periodof time. Overview of the program The program is supposed to run for three years.Each graduating class will take two weeks after which another group will be taken in. Each class will train about forty students within the specified period.At the end of the program, the students will be required to do a common examination then come up with a business idea and a clear guideline of the strategy how he or she is likely to start up the business (Awogbenle & Iwuamadi, 2010). After the students have been allowed to go and start up their business, the management of Queensland Theatre Company will be providing annual meeting ontraining them about good business techniques. The specific trainees will be expected to give feedback on how effectively they have been able to put into practice and how beneficial it has been the training. Management structure The strategy requires the following managerial structure. The key participants in the construction of this strategic plan were the directors of the company and a few staffs. To be able to effectively develop this strategy, a committee for the planning of the strategy was agreed upon which comprised of five members. In that committee, there were three board members and two members of the staff. Various meetings were summoned to discuss with length the way the organization works and putting to a consideration of the assignment, vision, and the values of the organization. During this time when the meetings were being held it provided the committee with an opportunity to define the direction of the strategy. (Thieme, 2010) Conclusion At the end of the program, the students will be required to do a common examination then come up with a business idea and a clear guideline of the strategy how he or she is likely to start up the business. It is the responsibility of the entire community to be able to improve each other to be able to reach their full potential. This program is an improvement from the previous year’s where by the company has been concentrating much on the internal affairs.Despite the fact that Queensland Theatre Company rates the best in its locality, it still follows the operations of the local companies to be able to learn new ways and methods of operations that enable the company retain its muscle in the competitive environment. References Arogundade, B. B. (2011). Entrepreneurship education: An imperative for sustainable development in Nigeria. Journal of Emerging Trends in Educational Research and Policy Studies (JETERAPS), 2(1), 26-29. Awogbenle, A. C., & Iwuamadi, K. C. (2010). Youth unemployment: Entrepreneurship development programme as an intervention mechanism.African Journal of Business Management, 4(6), 831-835. Coenjaerts, C., Ernst, C., Fortuny, M., Rei, D., & Pilgrim, I. M. (2009). Youth employment. Unclassified DCD/DAC (2009) 16/ADD, 69. Gloor, P. A., & Cooper, S. M. (2012). The new principles of a swarm business.MIT Sloan Management Review, 48(3). Holloway, S., Hubbard, P., Jöns, H., & Pimlott-Wilson, H. (2010). Geographies of education and the significance of children, youth and families. Progress in Human Geography. Kirmse, S. B. (2009). Leisure, business and fantasy worlds: exploring donor-funded ‘youth spaces’ in southern Kyrgyzstan. Central Asian Survey, 28(3), 289-301. MacDonald, J. M. (2009). Neighborhood effects on crime and youth violence: the role of business improvement districts in Los Angeles (Vol. 622). Rand Corporation. Reiman, R. A. (2010). The New Deal and American Youth: Ideas and Ideals in a Depression Decade. University of Georgia Press. Thieme, T. (2010). Youth, waste and work in Mathare: whose business and whose politics?. Environment and Urbanization, 22(2), 333-352. Read More