| Course | MGT 465 Small Business and Entrepreneurial Planning (MGT/465) |
|---|---|
| Week | 3 |
| Paper type | Operations and management plan |
| Length | about 1,006 words, 4 double-spaced pages plus title page and references |
| Format | APA 7 student paper |
| School | University of Phoenix |
| Program | BS in Business |
| Updated | October 2026 |
Free sample paper for MGT 465 Week 3
Courts, Schedules, Staff and Two Founders: The Operations and Management Plan for Scioto Courts
[Student Name]
University of Phoenix
MGT/465: Small Business and Entrepreneurial Planning
Week 3 Assignment
[Instructor Name]
[Date]
Scioto Courts Pickleball Club, its founders and all figures are composites written for a model paper.
Scioto Courts, a composite indoor pickleball club, will open in a 32,000-square-foot converted warehouse in Hilliard, Ohio, near Columbus. Founders Megan Kessler, who ran a fitness center for 15 years, and Tom Albrecht, an accountant, have defined the concept and marketing plan. Now they must plan how the club will run through 16-hour days, seven days a week, and who will run it. Customers judge a club by small moments, a court that is ready on time, a league that starts promptly and a front desk that knows their name, and each moment depends on operations and people. This paper presents the operations and management plan.
The Facility
The warehouse has 26-foot ceilings, enough for indoor play. Buildout includes 10 cushioned courts with permanent nets, LED lighting designed to avoid glare, divider netting, heating and cooling for year-round comfort, restrooms and locker areas, a café and lounge overlooking the courts, a pro shop and a front desk. The lot has 120 parking spaces.
Daily Operations
A typical weekday begins at 6 a.m. with early reserved play, moves to senior open play and clinics from 8 a.m. to 2 p.m., then youth programs after school and leagues from 6 to 10 p.m. Weekends feature tournaments, family play and lessons. Courts are cleaned and nets checked each morning and evening.
Court Scheduling
Courts are the club's main capacity. Members book through an app up to seven days ahead, with peak evening courts reserved for leagues on four nights. Open play sessions are grouped by skill rating, so players get competitive games. Booking data will show which hours fill and which need promotion.
Technology
A club management system will handle memberships, booking, payments, league standings and the café's point of sale. Members will use its app, and staff will use it at the front desk. Tom will manage the accounting system, which will connect to the booking platform.
Suppliers
Suppliers include a court surface installer, equipment wholesalers for paddles, balls and nets, a local bakery and coffee roaster for the café and a cleaning service for deep cleaning. The pro shop will start small, with consignment from two paddle brands to limit inventory risk.
Legal and Insurance Needs
The club will operate as an LLC. It needs general liability insurance, since players can be injured, property insurance, workers' compensation for employees, liquor liability if beer is served and signed waivers from all players. Coaches will be employees or contractors with clear agreements.
Staffing Plan
The club needs about 14 positions: a general manager, a head coach, two part-time coaches, four front desk staff covering 16 hours a day, two café workers, a facilities attendant, a part-time events coordinator, a youth programs coordinator and a part-time bookkeeper. Staffing will be heavier on weekday evenings and weekend mornings.
Labor Costs
Annual labor costs, including payroll taxes and benefits for full-time staff, are estimated at about $430,000, the largest operating expense after rent. Coaches will also earn a share of lesson fees.
A Good-Jobs Approach
Ton (2014) studied retailers and found that companies that invested in employees through better pay, training and cross-training, combined with simplified operations, reduced turnover costs while improving customer service. Scioto Courts will pay front desk staff above the local average, cross-train them to handle café and court tasks and give them authority to resolve member problems.
Hiring and Training
Hiring will favor people who play pickleball or enjoy community work. New staff will complete training on the booking system, member service, emergency procedures including first aid and the club's values before working alone.
Building Culture
The club's culture should match its promise of community. Staff will learn members' names, join social events and share ideas at monthly team meetings. Harter et al. (2002) found that engaged employees are associated with better customer satisfaction and lower turnover, outcomes that matter for a membership business.
The Founders' Roles
Megan will serve as general manager at launch, overseeing operations, staff, programs and member experience. Tom will handle finance, contracts, technology and the lease and work part-time at first. Megan's fitness management experience and Tom's financial skills complement each other.
Decision Rules and Founder Agreements
Wasserman (2012) found that founding teams often face conflict over roles, control and equity, and that decisions made early, such as how to split ownership and authority, have lasting effects. Megan and Tom's operating agreement will specify ownership, salaries, who decides what and how disagreements are resolved, including mediation if needed.
Safety and Emergency Planning
Pickleball's older players face real risks, from falls to heart problems. The club will keep an automated external defibrillator at the front desk, train all staff in first aid and CPR, post emergency procedures and keep courts free of stray balls during play. Incident reports will be reviewed monthly to spot patterns, such as a slippery area near the café. Good safety practice protects members and reduces insurance costs.
Founder Workload and Backup
At launch, Megan will be the only person who knows every part of the operation. To reduce that risk, the general manager role will include written procedures, the head coach will be trained to run programs in her absence and Tom will learn the booking system. Megan's schedule will include two days off each week after the first three months, both for her health and to test whether the club can run without her.
Advisers
An attorney, an insurance broker, a certified public accountant and a mentor from the local small business development center will advise the founders.
Operating Measures
Measures include court use by hour, booking no-shows, open play wait times, staff turnover, member complaints and resolution time, safety incidents and labor cost as a share of revenue. Megan will review them weekly.
Conclusion
Scioto Courts' operations plan turns a converted warehouse into a well-run club with scheduled capacity, simple technology and reliable suppliers. A good-jobs approach to frontline staff, clear founder roles and weekly measures support the community experience the strategy promises.
References
Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268-279. https://doi.org/10.1037/0021-9010.87.2.268
Ton, Z. (2014). The good jobs strategy: How the smartest companies invest in employees to lower costs and boost profits. New Harvest.
Wasserman, N. (2012). The founder's dilemmas: Anticipating and avoiding the pitfalls that can sink a startup. Princeton University Press.
What the MGT 465 Week 3 instructions ask
The third MGT 465 assignment usually asks students to write the operations and management sections of a business plan. Typical requirements include the location and facility, key processes and daily operations, suppliers and inventory, technology, legal and insurance needs, the organizational structure, staffing needs and job roles, hiring, training and pay, the founders' and managers' experience and responsibilities and leadership approach. Some prompts ask for an organizational chart. Be specific about how the business will run, connect staffing to operating hours and demand, spell out the founders' roles and support the plan with APA citations. A staffing table by day and hour, and a simple organizational chart, make the plan easy to follow.
How this MGT 465 Week 3 example is built
A pickleball club open 16 hours a day, seven days a week, needs a plan for who does what, when, and the paper builds it. The facility plan covers the warehouse buildout, courts, lighting, heating and cooling and parking. Daily operations include court booking, open play by skill level, leagues and cleaning. Software manages bookings and payments. The staffing plan includes a general manager, a head coach, front desk staff, coaches and café workers, scheduled around demand peaks. Research on good jobs supports paying and training frontline staff well. The founders split responsibilities, set rules for disagreements and plan for coverage if one is unavailable. Operating measures complete the plan.
MGT 465 Week 3 grading rubric: where the points go
Strong operations and management plans show exactly how the business will work and who will do it. Instructors credit a clear facility description, processes tied to customer experience, realistic scheduling and staffing matched to demand, attention to suppliers, technology, insurance and legal needs and a credible management team with defined roles. Using research on job design or founder teams adds depth. Measures that track operations show readiness to manage. Clear tables, such as a staffing schedule, and correct APA citations complete the paper. Realism about the founders' own time earns credit as well, since many small business plans quietly assume that owners will work every open hour, which is neither sustainable nor safe for the business if one of them falls ill.
MGT 465 Week 3 help: mistakes to avoid
Students often describe operations in a few general sentences. Walk through a typical day. Another frequent gap is a staffing plan that ignores hours of operation and demand peaks. Schedule staff around them. Students also leave founders' roles vague. Define who decides what. Avoid underestimating labor costs, including payroll taxes. Address insurance and liability, which matter for a sports facility. Include training plans. Consider how culture will be built. Finally, set operating measures, since a plan without measures cannot be managed. Plan for what happens if a founder is unavailable for weeks, since small businesses are fragile when one person holds all the knowledge.
Related MGT 465 sample papers
Other MGT 465 week samples
- MGT 465 Week 1: Strategy and the Business Concept
- MGT 465 Week 2: The Marketing Plan
- MGT 465 Week 4: The Financial Plan and Capital Needs
- MGT 465 Week 5: The Complete Business Plan
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MGT 465 Week 3 questions, answered
What does MGT 465 Week 3 usually cover?
It usually covers the operations and management plan: facility, processes, suppliers, technology, legal needs, organizational structure, staffing, hiring, training and the founders' roles and leadership.
Where can I find a free MGT 465 Week 3 sample paper?
A complete operations and management plan for an indoor pickleball club, including a staffing schedule and notes, is presented on this page. Share your own business and we will draft this section free of charge.
What should the management section of a business plan include?
The founders' and key managers' backgrounds, their roles and responsibilities, the organizational structure, advisers and any gaps the business will fill through hiring.
How do you build a staffing plan for a small business?
Start with operating hours and expected demand by time of day, define the roles needed, schedule staff around peaks, estimate labor costs including taxes and plan hiring and training.
Why should founders define their roles in writing?
Clear roles and decision rules reduce conflict, prevent duplicated or neglected work and make it easier to resolve disagreements as the business grows.
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