South Philippine Adventist College

Accountancy Department

A Case Study of Jumping Hurdles Inc.

Submitted By:
Cruz, Neil Patrick
Garcia, Prince Alexis
Mancao, Camelle

Submitted To:
Mark Jason Teves

January 3, 2021
Point ​of View

Mr. Robert Paton, Founder of Jumping Hurdles Inc.

Statement of Problem
What course of action should be best taken to adapt with the changes in workforce?

Statement of Objectives
1. Choose the best management shift for the company.
2. Foresee future results by considering ACAs.
3. Determine the best employee/someone in the higher position to take over the function
of the departing employees.
4. Choose the best decision that would create a better performance in the company.

Areas of Consideration (SWOT Analysis)

Strengths:
● Designs complex programs tailored for client firm needs
● Delivers high-quality programs
● Designs its own programs: complete creative control over customization,
delivery, brand
● Operates in a lean business model
● Strong market reputation
● Treats employees equally regardless of job title
Weaknesses:
● Limited funds (solely financing operations)
● No transition ever since establishment, follows existing structure
● Owner lacks actual and management presence
Threats:
● Establishment of new company performing the same service
● Significant employees leaving without replacement
Opportunities:
● The presence of internet may be used to transitions from actual to virtually
running the business
● Expanding client reach through virtual setup

Alternative Courses of Actions (ACAs)

 ACA Pros Cons

ACA #1 Getting more ● Provides additional focus ● Management

involved and hire all on the business. difficulty due to
new employees sudden transition of
● Various skills and fields employees and
of expertise of every responsibilities.
employee widens the
capacity of the company. ● Employee effort
might not be the
same as before.

● A possible risk may

arise: employees
might not work well
together.

ACA #2 Run the company ● Increases presence and ● Disregards actual

virtually, control on management. management
outsourcing presence.
facilitators and ● Expanding client reach
consultants. through virtual ● Possibility of
transactions. outsourcing
incompetent
● An exceptional start to facilitators and
establish company's consultants which
culture and expertise may brand
towards online presence company's name.
and technological
advancement.

ACA #3 Taking more ● Robert has the potential ● Robert may feel
management of leading his workmates uncomfortable with
responsibilities and because he sees everyone his new role.
hiring people for the equally despite the job
designing jobs that title. ● Adding new workers
complement his adds salary
own. ● Robert will have a deep expenses.
focus in managing since
someone is hired to
replace his previous role.
Recommendations
We would not recommend ACA1. Though it would seem an exact solution for the
problem, replacing the three of them is like resisting the company from transitioning. One, they
will lose the opportunity of establishing an online presence as early as 2014; two, though it may
sound certain, if employees will be hired to replace the missing position, Robert may still retain
the same role as before. If his goal is to get more involved, assumption would be, it will only last
until all new hired employees are familiar with their jobs and could work on their own; sooner or
later, the possibility of becoming the same Robert again is probable- keeping his role from
changing. The downside of this decision would be, it would take quite some time for new
employee to render their full potential. Since they were new, the necessity to grasp company's
operation, gain experience from operations may cause lag with regards to company's service
rendition.
Among the following ACA's, we would highly recommend to pursue the option of
running the company virtually together with the plan of outsourcing facilitators and consultants.
In addition, we would also like to incorporate ACA3- taking more management responsibilities,
for he is the sole owner. These mixes of ACAs would be the best option to choose in order to
resolve the current problem.
We have chosen ACA2 because of the opportunity it possesses. Establishing JHI's
presence online would extend its client reach. This would be an edge since internet is quite on
rise at the time being and to flow with it would be better rather than dwelling in the same
structure. To say, to run the company virtually, we mean going online- exposing the company's
presence online; this was supported by the statement at the last paragraph of the case, "use of
web site to broker matches between clients and outside facilitators". However, ACA2 could also
mean continuing business operations through virtual interaction. This may be also practice for
“future necessity”. Moreover, an option for Robert to negotiate the three of them to continue
working for him part-time is still possible; through this they could help Robert to settle in the
current situation. To ensure that facilitators and consultants are of such competence in rendering
services, it is necessary to outsource them from a reputable, highly rated company.
ACA3: taking more management responsibilities and hiring people for the designing jobs
that complement his own is recommended. Hiring someone who could design complex activities
which is of the same or higher quality would allow Robert to focus on the management role. On
a side note, the nature of the business is providing service which offers team building and
leadership activities. Robert as the owner of the company has great expertise not just on the
creative side of the business but we believe he can also apply their services in the company.
Also, Robert has the most potential of taking a management role in the company, considering his
qualities of equally treating employees regardless of job title.
Assuming that Robert couldn't stand the manager role in the long term, he has the option
to hire a manager and train him/her on the job. However, his presence must be felt and seen in
the company, either virtual or actual, with the objective of engaging into management roles
rather than dwelling on the same position before.

Conclusion
The future of JHI Company lies on the decision of Robert as the head of the company. He
already had in his mind the idea of what role to take in the company. A sudden change must be
implemented. Thus, he must take a step of empowering his idea into action- the action of
engaging more into management responsibilities. With his long-time engagement in the company
ever since establishment, given the situation that is undertaken, he should take a step, change his
role, for now is the time that the company needs someone capable of handling and has
experience.
Going virtual is both an opportunity and a means of settlement. To resolve the problem
that prompt the change, which could never be made gradual, the use of virtual would ensure that
Robert may still continue business operation and could get help through the presence of Heather,
Allison, and Judy virtually, through part-time or full-time presence, if their means permit them to
do so, until such change is established.