York College You Work For York Colleges Alumni Association

York Collegeyou Work For York Colleges Alumni Association It Is Eage

York College you work for York College’s alumni association. It is eager to develop closer ties with its aging alumni to provide strong stimuli to encourage increased donations and to induce older, nontraditional students to return to supplement enrollment. The president’s office is considering starting a retirement community geared toward university alumni and asks your association to assess the attractiveness of the proposal from an alumni viewpoint. Your director asks you to divide the study into four parts. Phase 1 First you are to report on the number of alumni who are in the appropriate age bracket, the rate of new entries per year, and the actuarial statistics for the group.

This information allows the director to assess whether the project is worth continuing. Phase 2 Your early results reveal a sufficient number of alumni to make the project feasible. The next step in the study is to describe the social and economic characteristics of the target alumni group. You review gift statistics, analyze job titles, and assess home location and values. In addition, you review files from the last five years to see how alumni responded when they were asked about their income bracket.

You are able to describe the alumni group for your director when you finish. Phase 3 It is evident that the target alumni can easily afford a retirement community as proposed. The third phase of the study is to explain the characteristics of alumni who would be interested in a university-related retirement community. For this phase, you engage the American Association of Retired Persons (AARP) and a retirement community developer. In addition, you search for information on senior citizens from the federal government.

From the developer you learn what characteristics of retirement community planning and construction are most attractive to retirees. From the AARP you learn about the main services and features that potential retirees look for in a retirement community. From government publications you become familiar with existing regulations and recommendations for operating retirement communities and uncover a full range of descriptive information on the typical retirement community dweller. You make an extensive report to both the alumni director and the university president. The report covers the number of eligible alumni, their social and economic standings, and the characteristics of those who would be attracted by the retirement community.

Phase 4 The report excites the college president. She asks for one additional phase to be completed. She needs to predict the number of alumni who would be attracted to the project so that she can adequately plan the size of the community. At this point, you call on the business school’s research methods class for help in designing a questionnaire for the alumni. By providing telephones and funding, you arrange for the class to conduct a survey among a random sample of the eligible alumni population.

In addition, you have the class devise a second questionnaire for alumni who will become eligible in the next 10 years. Using the data collected, you can predict the initial demand for the community and estimate the growth in demand over the next 10 years. You submit your final report to the director and the president. What Dilemma Does the Manager Face? The manager’s predicament is fairly well defined in the four cases.

Paper For Above instruction

The managerial dilemma addressed in this comprehensive study pertains to the strategic decision-making process involved in developing a retirement community targeted at university alumni. The core challenge for the college’s administration and associated stakeholders is to assess the viability, attractiveness, and projected demand for such a community to ensure rational allocation of resources and alignment with alumni needs and preferences.

Initially, the challenge involves gathering critical demographic and actuarial data (Phase 1) about the alumni population, including age distribution, inflow rates, mortality, and other statistical measures. This foundational step aligns with the need for evidence-based decision-making, ensuring that the project is founded on solid empirical grounds. Without accurate data, subsequent planning phases risk being misguided or financially unfeasible.

Following this, the second phase emphasizes understanding the social and economic profile of eligible alumni. This involves analyzing gift-giving habits, job titles, property values, and previous income brackets. Such insights are crucial because they determine whether the target demographic possesses the financial capacity to participate in the retirement community. The richness of this data enables the college to tailor its offerings and marketing strategies, ensuring alignment with alumni interests and economic realities.

The third phase advances to evaluating the preferences and attitudes of potential alumni toward retirement living, informed by external sources such as the American Association of Retired Persons (AARP), federal government data, and insights from retirement community developers. This phase underscores the importance of understanding service expectations, desirable amenities, regulatory considerations, and demographic characteristics of typical residents. It seeks to identify what features and benefits would make the community attractive and competitive in the retirement housing market.

Finally, the fourth phase concentrates on demand forecasting and capacity planning, a pivotal managerial decision. By designing and conducting surveys with current and prospective alumni, the college aims to estimate initial adoption rates and future growth. This quantitative forecast informs planning the size of the community, resource allocation, and financial modeling, reducing uncertainties and enabling strategic decision-making.

The overarching managerial dilemma is balancing the desire to expand alumni engagement and generate fundraising through the development of a retirement community against the risks of overestimating demand, misjudging alumni preferences, or misallocating resources. The manager must weigh empirical evidence, market insights, and strategic priorities to make an informed choice that maximizes alumni value and institutional sustainability.

Such decision-making processes exemplify typical business and organizational dilemmas, where incomplete information, external market factors, and internal constraints intersect. The decision to proceed hinges on robust, multi-phase research that minimizes uncertainties and validates assumptions, highlighting the importance of meticulous planning and data collection in managerial decisions about new ventures.

References

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• American Association of Retired Persons (AARP). (2020). What retirees look for in retirement communities. AARP Publications.
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• Retirement Living Information Center. (2022). Trends in senior residential preferences. Retrieved from https://www.retirementliving.com
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