HRT 210
Nursery Management

v Syllabus

v Lab schedule

Lecture Notes on Web at

http://www.hrt.msu.edu/course/HRT210/Syl.htm

Password is Tom (case sensitive)

Gross Sales Retail & Wholesale
Source- 1999 NASS/MASS Survey*

Total- $250 million

Out-of-state- $90 million

*Large underestimation

Trade Flow Patterns

v Timing

– Majority of public purchases (>60%) in Spring

– Contracts between nurseries & retailers, landscapers or other nurseries primarily Fall through Winter, some during growing season as needed.

v Destination

– 100% non-processed

– ~45% out-of-state purchases ($90 million, low estimate)

TYPES OF NURSERIES AND

RELATED INDUSTRIES

What managers do:

v Set goals and objectives

v Recognize and identify problems

v Respond and act when problems occur

v Seek, compile and utilize relevant information

v Consider and analyze alternatives

v Make decisions

v Develop training programs for employees

v Direct and evaluate employees

v Control financial operations

v Monitor operations and check up on everything

Types of Managers:

v Innovators

v Gamblers

v Production oriented

v Conservative

v Marginal

6 Management Functions

1. Determining goals and objectives

2. Planning

3. Organizing

4. Staffing

5. Directing

6. Controlling

Formulate specific goals and put them in writing

v Questions to ask to set goals:

v What do I want in life?

v What can I do that will be most productive and worthwhile?

v What am I trying to achieve by investing time, effort, money and management skills?

Reevaluate goals- goals change

Questions to ask when setting objectives

v What products are needed?

v How much is needed, when and at what price?

v Who needs them?

v Can you provide these needs?

v Do you have the skills, labor and resources (including money) needed?

Prioritize goals and objectives

Benefits of Specifying Goals and Objectives

v Improved communication

v Management decisions focused on priority concerns (management effectiveness increased)

v Cash-flow management improved, impulse buying reduced

v Borrowing, risk and interest expense reduced

v Conflict reduced and working relationships improved

v Expenses kept under control and profits increased

v Anxiety and concern reduced

2. Planning

v Setting daily priorities and schedules

v Recognizing problem areas and looking for solutions

v Making a financial plan and cash-flow statement

v Looking at alternative cropping plans

v Establishing overall enterprises

v Developing the business

3. Organizing-
establishing an internal structure of the roles and activities required to meet the nursery's goals

v Chain of command

v Job description

v Work routines and standard operating procedures

4. Staffing

v Recruiting and hiring employees

v Training and evaluating employees

v Retaining employees

5. Directing

v Delegation of authority

v Motivation

6. Controlling and Evaluating

v Monitoring records and accounts of operations

v Comparing rates of production and performance against goals

v Monitoring production processes and making necessary changes