Business management - Yasmina Rayeh

Yasmina Rayeh
Assignment 1A
Yasmina Rayeh | Business Management | 24 octobre 2014
FETAC Minor Level 6 | AIS Code: 6N4310
Processes at CSF Ltd.
ASSIGNMENT 1A

Yasmina Rayeh
Assignment 1A
Using a provided case study you are required to complete Assignment A1 which analyses the current operational
performances of an organisation. The organisation is in some disarray at operational level; production
inefficiencies (wastage & absence of forma (manual or automated) workflow system), underutilisation of
staff and no obvious quality management system in operation. You are requested to answer the prescribed
questions for the assignment A1.
Assignment A1 to probe skills, knowledge and competence associated with learning outcome 10 and 11 which you
should have acquired including:
1. Design a current workflow system at Commercial Shop Fitting (CSF) Ltd. and outline examples of
associated documentation, controls & identification of responsibilities. (13marks)
2. Select a management process at Commercial Shop Fitting (CSF) Ltd. and illustrate by flow diagram format
& associated references and documentation an internal audit of the selected process within the company.(13
marks)
You should address the following as part of your responses:
1. Manual outline in flow diagram format of a selected workflow system in operation at Commercial
Shop Fitting (CSF) Ltd. (8)
2. Sample documentation, controls and identification of responsibilities associated with the selected workflow
process. (5)
3. Manual outline of an internal audit (in flow diagram format) of a selected Management Process in
operation at Commercial Shop Fitting (CSF) Ltd. including a checklist of key elements associated with
the selected Management Process. (8)
4. Sample documentation, controls and identification of responsibilities associated with the internal audit of a
selected Management Process. (5)
Managing director
Sales Director
Marketing Sales Administration/
Bookkeeping
Chief Designer
Stock
Controller Designer
4X Direct Production
Operators (Background in
joinery / carpentry)
Production Manager

Yasmina Rayeh
Assignment 1A
In order to:
 Link individuals in an established network of relationships
 Group together the tasks required to fulfil the objectives of the organisation
 Empower individuals or groups to perform their duties
 Co-ordinate the objectives and activities of individuals/groups
 Facilitate the flow of work, information and other resources through the organisation
Organisation must have a structure with:
A. clearly defined responsibilities
B. levels of authority
C. communication channels
Subsequently level of responsibilities are hierarchized as follow:
MANAGING DIRECTOR
Most senior person full-time executive of a company and responsible for the performance of the company
Duties:
 Direction and operation of the company
 Policies implementation and strategic operation plans development
 Monitoring, operating and financial results overview.0
 The Managing Director is accountable for the well-being of the company, therefore he/she Takes actions
where/when necessary.
 Represents the organisation to major customers and to professional associations such as Plato.
 Building and maintaining effective executive team
SALES MANAGER
Assists the Managing Director in meeting Sales Goals, Negotiation, Selling to Customer Needs, Sales Planning,
Building Relationships, Managing Processes, Market Knowledge, Developing Budgets and Staffing:
 Responsible for the marketing strategies implementation by analysing trends and results.
 Establishes sales objectives by forecasting and developing annual sales quotas and field sales action plans.
 Establishes and adjusts selling prices by monitoring costs, competition, and supply and demand.
 Completes sales operational requirements by scheduling and assigning employees; following up on work
results.
 Contributes to team effort by accomplishing related results as needed.
MARKETING SALES
Assists the sales manager and provide him with the most accurate information on trend market:
 Creates media releases
 Finds target markets
 Creates mailing lists
 Organises shows-room and exhibition if necessary
THE BUYER/STOCK CONTROLLER
 Responsible for purchasing all or portions of a company's inventory
 Review and analyse requisitions and order from external supplier/sources
 Partners with marketing department for promotional strategies, new trends, and keep track of expenditures

Yasmina Rayeh
Assignment 1A
PRODUCTION MANAGER
A production Manager is involved with the planning, coordination and control of Manufacturing Process. They
ensure that goods and services are produced efficiently and that the correct amount is produced the right way, cost
and quality
Typical activities:
 Oversees the production
 Making sure products are produced on time
 drafting a time scale for the job
 Being responsible for the selection and maintenance of equipment
 Reviewing workers performance
 Supervising and motivations a team workers
 Arranging special procurement
 Monitoring and Controlling maintenance costs
 Dealing with emergency
ADMINISTRATION and PAYROLL
Administration and payroll is responsible in the following areas: Managing Processes, People Management, Data
Entry Management, Reporting Skills, Compensation and Wage Structure, Benefits Administration, Worker
Compensation, Employment Law, Developing Standards, Financial Skills, Accounting
 Maintain policies and keep records of employees, handle employees concern and responsible for retention
of staff advancement/promotion
 Maintains staff job results by counselling and disciplining employees; planning, monitoring, and appraising
job results.
 Maintains payroll information by designing systems; directing the collection, calculation, and entering of
data.
 Updates payroll records by reviewing and approving changes in exemptions, insurance coverage, savings
reductions, and job titles, and department/ division transfers.
 Pays employees by directing the issuance of pay checks or electronic transfers to bank accounts.
 Prepares reports by compiling summaries of earnings, taxes, deductions, leave, disability, and non-taxable
wages and has in charge the administration of the organisation payroll/benefits plans.
 Determines payroll liabilities
 Maintains payroll guidelines by writing and updating policies and procedures.
 Complies with legal requirements by studying existing and new legislation; enforcing adherence to
requirements; advising management on needed actions.
 Maintains information confidential (Employees, Operations, Contracts…).
 Contributes to team effort by accomplishing related results as needed.
 Maintains professional and technical knowledge by attending educational workshops; reviewing
professional publications; establishing personal networks; participating in professional societies.
In the case of CSF Ltd., the following chart defines the key roles during the preliminary study and sales of a project
until the contract is sold. All departments are involved to avoid wastage in term of production. Without full consent
of the client on the complete project involving in-house and outsourcing staff, the work will not start. The signature
of the contract seals the agreements which avoid a change of mind of the customer during the work.
A study has been targeting the needs and the market and all departments are reporting in a meeting to the sales
Manager with related information about the current shop. The Managing Director has delegated most of his duties
to the Sales Director who is making arrangement with the Chief Designer to meet the client’s needs.

Yasmina Rayeh FETAC Level6
Assignment 1A AIS code: 6N4310
Identification of Responsibilities
SALES DIRECTOR
Liaises with customer on
the construction
techniques and
feasibility.
The administration provide
accurate documentation and
Legal support to the Director
MANAGING DIRECTOR
Engage his responsibility with
the client on the terms
CLIENT
The interior and architectural
designer provides shop plans
following instructions and in
conformity with regulations.
CONTRACT
Gives information about the different possibilities provided
by the furniture and fixture catalogue.
The Stock Controller deals with the Procurement of
furniture / fixture within the budget boundaries for the
contract. Monitor the wastage.
Made the Marketing research about Pharmaceutical shop
expending in Ireland.
Discuss the project feasibility with the sales director.
Liaise with the Chief Designer and Production Manager
about it.
Study the financial aspect
with the Sales director
Study the financial aspect
with the sub-contractors or
specialist consultant
The Managing Director will
review all the aspect of the
contract, amend it with the
sales Director and
administration before
signature.
Provide the details on the financial aspects and elaborates
the Contracts with the clients and sub-contractors.
Production Manager
Marketing Sales
Chief Designer
Administration
Plan with customer on the construction techniques,
quotation, timeline and feasibility of the projects.
Discuss with all departments about client’s need
Report to Managing Director on follow up and strategies
with the client and determine the terms of the contract..

Yasmina Rayeh FETAC Level6
Assignment 1A AIS code: 6N4310
FLOW CHART FLOW CHART FOR TYPICAL SALES PROCEDURE - CSF LtdOR TYPICAL SALES
PROCEDURE - CSF Ltd

Yasmina Rayeh
Assignment 1A
Commercial Shop Fitting (CSF) Ltd. is a Limited Company, which is a separate legal entity in its own right.
It is owned by shareholders and controlled by managers. The actual organisational structure shows that the
span of control is divided between the Managing and the Sales Directors. However, the structure need to
change as there is as many managers as employees and to be able to do this some areas were scrutinised and
the need for an external audit was brought up by the Managing Director with the advices of Plato Ireland
and the Small firm Association. Ultimately this will allow the company to expend its market share
nationwide mainly by targeting pharmaceutical retailers.
There is no formal communication procedures, neither formal flow system in operation allowing a better
control of the company. In order to achieve better in term of production, costs, workflow, management and
staff, and make the organisation more profitable, changes need to be done in its structure and in the tasks of
individual. A structured chart will determine how to get rid of stacks and wastage in materials and how
changes can be made to reassign tasks, monitor and train staff in order to gain profitability manly with new
pharmaceutical traders which market is growing.
Key Performance indicators KPI’s
A Key Performance Indicator is a measureable value that demonstrates the effectiveness of a business
process at contributing to the attainment of key business objectives. By monitoring the right KPIs and
business metrics, you gain valuable insight into the performance of your business and also gain the strategic
awareness you need to make the right decisions at the right time.
CSF Ltd seeks to improve the way they perform business and changes systems that already exist, making
them better, cheaper in production and faster from order placement to manufacture & installation of fitted
units. At the moment the performances are measured in term of production performance: measured against
budget, cost and delivery time, not in production efficiencies (wastage, slacks). Staff training is planned to
decrease these inefficiencies
Company’s technology is low in comparison with concurrent, there is a management information system in
place to track labour usage and materials for products but this is mainly for costing purposes.
The Product Performance KPI ranks product sales based on revenue performance to inform which
products are selling well. Here Commercial clients Accounts are performing well as it represents already
85% of the company income.
Obviously the Pharmaceutical industry has to be pushed forward as Pharmaceutical retailers are increasing
in Ireland.

Yasmina Rayeh
Assignment 1A
Actual sales turnover
Pharmaceutical area need to be targeted to achieve the 1 300,000.00 expected by the provisional budget.
However many areas for improvement have been detected with the help of Plato and SME.
The organisation is in some disarray at operational level; production inefficiencies (wastage & absence of
formal (manual or automated) workflow system), underutilisation of staff maybe due to no obvious quality
management system in operation and lack of formal communication between teams.
Reducing Costs & Increasing Profitability
Customer Fill Rate/On-Time delivery/Perfect Order Percentage - This metric is the percentage of
times that customers receive the entirety of their ordered manufactured goods, to the correct specifications,
and delivered at the expected time. The need to improve is crucial in this area. The company intend
introducing an incentivise program to direct production staff to increase productivity and reduce wastage.
There is a need to change the overall production mechanism in order to increase productivity:
 To synchronise the production with the suppliers (thisis called just in time manufacturing) where
for instance delivery of usual furniture can be done weekly.
 Implement order Status metrics that track the real-time status of all orders and categorizes them
based on the action taken, such as "Backordered," "On Hold," or "Shipped."
This will avoid slack in the production as downtime has a cost in salaries. Employees are waiting to be able
to work because wastage at times is an issue in small batch manufacturing runs thereby reducing margins. If
the production stops, this cost money as employees has still to be paid for the time the work is stopped.
As said this is a crucial area to improve, therefore, improvement can be done by making every unit work on
one part of the production whilewaiting for the material.
A better logistic organisation with better understanding of client needs is mandatory to avoid these costs in
wastage. This can be done in complement with the implementation of a certified Quality Management

Yasmina Rayeh
Assignment 1A
Improving Customer Experience & Responsiveness
1. On-Time Delivery to Commit – This metric is the percentage of time that manufacturing delivers a
completed product on the schedule that was committed to customers. From order placement to
manufacture & installation of fitted units, it generally takes approximatively a full month (but can be longer
in some cases). Here competitor Alternative Shop Fittings (North West) would perform better in terms of
delivery time. Therefore a need to create a system to enable standard such as ISO 90001; 2000 in order to
fulfil a better follow-up with clients is mandatory.
2. Manufacturing Cycle Time – Measuring the speed from production to finished goods will allow a
correction in the schedule of order. During the preliminary study with the client, the sales Director need to
make sure that production and sub-contractors works on time. If not a need to hire other local sub-
contractors can be beneficial or maybe a new formal communication system need to be set.
3. Time to Make Changeovers – Measuring the speed or time it takes to switch a manufacturing line or
plant from making one product over to making a different product such as specific pharmaceutical
furniture: group technology processes will reduce the variation in performance with a better visual control
and communication. As perceived working in small batches is time and money consuming, so maybe it is
time to change the workflow design to allow better flexibility, short lead time and less wastage.
Again this is for the Sales Manager to control the time and cost based on a new workflow system and a
better communication tool between all the people working on a project.
FORMAL ORGANISATIONAL STRUCTURE

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Assignment 1A
02 support doc
2 areas of critical control
Question 2:
TYPE Private Limited Company (LTD)
PURPOSE  Design of shop interiors for the electrical, fashion, pharmaceutical and retails traders.
 Manufacture of shelves and fittings.
 Sub-contracting out flooring and lighting to specialist subcontractors.
MISSION Provide shop interior design and refurbishment nationwide following enterprise Ireland
regulation
CSF Ltd intends availing of Benchmarking services applicable to the store fitting sector
provided by Plato Ireland.
use of the services of the small Firms Association
VISION Expend market share nationwide by targeting pharmaceutical retailers

Yasmina Rayeh
Assignment 1A
The current situation compared with last year in terms of sales, profitability, market share, cash
flow has not significantly changed. Net profit over sales is approximatively 7.5%.
The company recently joined Plato Ireland and the Managing Director utilises the services of the
small Firms Association. CSF Ltd intends availing of Benchmarking services applicable to the store
fitting sector provided by Plato Ireland.
(Plato Dublin is a confidential business support network for owner managers of SMEs funded by the Local
Enterprise Offices in the Dublin region. Plato is dedicated to the successful development of the small and
medium enterprise (SME Sector).)
CUSTOMER SERVICE PROCESSES
The company does not undertake research on customers’ needs, wants, expectations, perceptions, etc… The
sales team listen to customers’ requests and present draft designs which the customers either accept or
reject. The company does not have a quality standard such as ISO 90001; 2000 etc… and does not believe
that there is a need to introduce such a standard as no customer has ever requested the Company to
implement a certified Quality Management System.
Staff do not have formal training in customer service. The company does not have a written procedure for
handling customer complaints.
PRODUCTION AND OPERATION
Customers’ orders are generally passed from the sales to the Production Manager who in turn issues
instructions to direct production staff. There is no incentivisation programme in operation or performance
measure indicators in production & operation activities at the company.
Orders are either commercial including design, manufacture and install, or, design only. Commercial
clients accounts for 85% of the company’s turnover whereas exclusive design only services accounts for the
remaining 15% of turnover.
At current level of output, there is an obvious need to introduce a formal production planning and control
system including workflow processes.
The production performance is not measured in production efficiencies (i.e. efficiencies in productivity
output to reduce wastage & staff utilisation) but only against the ability to meet the cost of production
budget and delivery on Time. There is a management information system in place to track labour usage and
materials for products but this is mainly for costing purposes.
The company’s technology would be low in comparison to its competitors but no benchmarking exercise
has ever taken place.
Production layout at present is not ideal but will dramatically improve when the production is moved to a
larger premise. Wastage at times can be an issue in small batch manufacturing runs thereby reducing
margins. Inspections are random however direct production staff are both experienced and skilled.
HUMAN RESSOURCES
The company employs a total of 12 people and does not have a documented training plan liked to the
business objectives.

Yasmina Rayeh
Assignment 1A
The skills of the present team with additional training would be adequate to grow the business to achieve
the 3 year plan. The company intend introducing an incentivise program to direct production staff to
increase productivity and reduce wastage.
everyone is working efficiency and efficient
production inefficiencies (wastage & absence of formal (manual or automated) workflow system),
underutilisation of staff and no obvious quality management system in operation on the
organisation and on the overall .
associated documentation, controls & identification of responsibilities.
AUTHORITY AND POWER
Span of Control
Refers to the number of subordinates immediately reporting to a superior official.
Can be wide or narrow. Wide spans of control may result in inadequate supervision of subordinates whereas
narrower spans may result in over-supervision or interference in subordinate’s work.
The factors that affect span of control include:
 The capabilities of the manager
 The nature of the manager’s workload – the more non-supervisory work in a manager’s workload,
the narrower the span and the greater the delegation of authority to subordinates
 The nature of subordinates work – difficult or complex work requires narrow spans whereas routine
or automated work results in wider spans
 The degree of interaction between subordinates – where close group cohesion is desirable, a
narrow span is required.
TALL AND WIDE SPAN OF CONTROL
 The span of control concept has implications for the shape of an organisation.
 A tall organisation is one which has many levels of management. This implies a narrow span of
control.
 A flat organisation is one which has a small number of hierarchical levels. This implies a wide span
of control.
 Delayering is the reduction of the number of management levels from bottom to top.
The power/authority structure which shapes the organisation is one factor in organisation design. The other
major factor concerns how tasks and the people who do them are grouped together.
A number of different types of organisation structure exist including:

Yasmina Rayeh
Assignment 1A
 Geographical structure
 Functional structure
 Product/Brand structure
 Matrix structure
 Multifunctional team and multidivisional structure
Organisation charts are a traditional way of setting out in diagrammatic form the:
 Units or departments and how they are related
 Communication and reporting channels
 Structure of authority, responsibility and delegation
Organisation charts give an idea of the structure of an organisation. They aid managerial thinking and
communications but have limitations:
1. They are static models while organisations are dynamic – they become outdated.
2. They only show the formal structure of authority and communication and not informal influences.
3. They describe structure only – they do not describe mission, values, employees etc.

Yasmina Rayeh
Assignment 1A
CASE STUDY
COMPANY PROFILE
The company is Commercial Shop Fitting (CSF) Ltd., Dublin. It employs a total of 12 people in areas of
design, administration & Finance and Marketing. Established in 1980 the company’s main business activities
are:
 Design of shop interiors for the electrical, fashion, pharmaceutical and retails traders.
 Manufacture of shelves and fittings.
 Sub-contracting out flooring and lighting to specialist subcontractors.
Commercial Shop Fitting (CSF) Ltd.
Employees (12) activities
Managing Director/
General Manager
Design of shop interiors
for the electrical,
fashion, pharmaceutical
and retails traders.
Manufacture of shelves
and fittings.
Sub-contracting out
flooring and lighting to
specialist
subcontractors.

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Assignment 1A
PRESENT BUSINESS STRATEGY
The business objectives to be achieved over the next three years include:
 To lease/purchase and move new premises before end of 2014.
 To increase production efficiencies and achieve cost savings to reduce cost of production by
a target of 10%. (Currently gross profit margin is 40%, direct costs include; direct labour 30%
of sales and materials 30% of sales)
 To increase sales from current €1m to €1.3m primarily targeting pharmacy retailers and
achieve net profit over sales 10%
The current situation compared with last year in terms of sales, profitability, market share, cash
flow has not significantly changed. Net profit over sales is approximatively 7.5%.
The Managing Director would deem that present business conditions are stable in terms of
demand for product. The company is generally getting its orders out on time and in good quality
(although there is a scope for improvement) and is commanding a premium price based on good
design.
At present approximatively 60% of orders come from recommendations indicating that the
company has a good reputation in its field.
ASSESSMENT OF THE MANAGEMENT AND STAFF AT CSF Ltd
The Managing Director would believe that there is a scope for improved team performance by
better organisation, performance measures and Management/staff training.
The company recently joined Plato Ireland and the Managing Director utilises the services of the
small Firms Association. CSF Ltd intends availing of Benchmarking services applicable to the store
fitting sector provided by Plato Ireland.
RESEARCH, DEVELOPMENT AND DESIGN
The company view innovation as a major source of competitive advantage and employs good
design personnel that deliver quality designs contributing to growing market and differentiating
the Company’s products to competitors.
From order placement to manufacture & installation of fitted units, it generally takes
approximatively 1 month (but can be longer in some cases). There is a scope for improvement in this
area as the main competitor Alternative Shop Fittings(North West) would perform better in terms of
delivery time from order.
CUSTOMER SERVICE PROCESSES
The company does not undertake research on customers’ needs, wants, expectations, perceptions, etc… The
sales team listen to customers’ requests and present draft designs which the customers either accept or
reject. The company does not have a quality standard such as ISO 90001; 2000 etc… and does not believe
that there is a need to introduce such a standard as no customer has ever requested the Company to
implement a certified Quality Management System.
Staff do not have formal training in customer service. The company does not have a written procedure for
handling customer complaints.
PRODUCTION AND OPERATION

Yasmina Rayeh
Assignment 1A
Customers’ orders are generally passed from the sales to the Production Manager who in turn issues
instructions to direct production staff. There is no incentivisation programme in operation or performance
measure indicators in production & operation activities at the company.
Orders are either commercial including design, manufacture and install, or, design only. Commercial
clients accounts for 85% of the company’s turnover whereas exclusive design only services accounts for the
remaining 15% of turnover.
At current level of output, there is an obvious need to introduce a formal production planning and control
system including workflow processes.
The production performance is not measured in production efficiencies (i.e. efficiencies in productivity
output to reduce wastage & staff utilisation) but only against the ability to meet the cost of production
budget and delivery on Time. There is a management information system in place to track labour usage and
materials for products but this is mainly for costing purposes.
The company’s technology would be low in comparison to its competitors but no benchmarking exercise
has ever taken place.
Production layout at present is not ideal but will dramatically improve when the production is moved to a
larger premise. Wastage at times can be an issue in small batch manufacturing runs thereby reducing
margins. Inspections are random however direct production staff are both experienced and skilled.
HUMAN RESSOURCES
The company employs a total of 12 people and does not have a documented training plan liked to the
business objectives.
The skills of the present team with additional training would be adequate to grow the business to achieve
the 3 year plan. The company intend introducing an incentivise program to direct production staff to
increase productivity and reduce wastage.

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Assignment 1A
Last year Current budget 3 years Objective
Sales
Commercial
electrical
fashion
pharmaceutical
retails traders
Design
Premium design Price
1 000,000 1 000,000
850,000
150,000
1 300,000
Employee’s wages 300,000 Direct Costs
Material 300,000
COS (30%) 600,000 (-10% ) 540,000
Gross profit (40%) 400, 000 760,000
Overheads
Manager wages & contributions Indirect Costs
Rent Lease/ purchase Moving end 2014
Advert & promotion
Rates, lights, heating
Phone/Internet
Stationery & post
Insurance
Motor Expenses
Travel expenses
Total overheads 325,000
Net profit over sales 75,000 75,000 +10%- 82,500
Accounting
Office Sundries
10% Adjust
Total overheads
Nett profit

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Assignment 1A
Unit 1 – SUPERVISORY MANAGEMENT
 Understand key concepts, principles and practice in supervisory/line manager
 Critically evaluate different approaches to supervision practice e.g. peer supervision, one to one
supervision, group supervision
 Distinguish between different models of supervision and choose the most appropriate model for a
context
 Relate supervision theory to planning and evaluating practice
 Demonstrate a range of personal and practical skills used as a supervisor/line manager
 Identify the challenges involved in performing the functions of a supervisor/line manager
 Undertake training needs and analysis
 Recognize the importance of good documentation and record keeping
 Be familiar with relevant legislation such as employment, health and safety etc.
Unit 2 – OPERATIONAL PLANNING
 Explain the role of goal and objective setting in operational planning
 Design an operational work plan/project for a fixed period including short-term objectives such as
Key Result Areas
 Integrate short-term objectives into a one-week work schedule
 Implement the work plan
 Keep appropriate records of progress
 Critically evaluate implementation in relation to original plan
 Approach problem solving in a structured and creative way
Unit 3 – TEAM LEADERSHIP
 Negotiate a work plan/project with team members
 Deliver a briefing to team members
 Motivate team members
 Monitor progress of the work plan
 Take appropriate action for successful completion of the plan
 Evaluate the contribution of team members
 Encourage and provide constructive feedback to team members
Unit 4 – ORGANISATIONAL SKILLS
 Explore how the principles of time management affect planning in the work place
 Design procedures for a range of activities such as managing the telephone, handling paper work,
controlling interruptions to work
 Plan a meeting e.g. notice, agenda, administration, venue etc.
 Run a meeting by acting as a chairperson, facilitator, keeping time, following the agenda, recording
minutes etc.
 Evaluate a meeting e.g. measure participants, attendance, roles of members etc.
 Understand the importance of the need to delegate
 Delegate work to others, e.g. assign tasks, monitor progress, evaluate results
 Document all elements of the supervision/line management practice
 Draw up a job description and a person specification
 Prepare for interviewing candidates
 Take an active part in conducting the interview
 Evaluate the findings and contribute to the decision-making

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Assignment 1A
TYPE OF LEADERSHIP
 Directive
o Specific guidance about tasks
 Supportive
o Friendly and approachable and treats workers as equals
 Participative
o Includes subordinates in decision-making and setting their own goals. Most
appropriate when employees are motivated
 Achievement-oriented
o High performance goals are set
o Encourages employees to achieve their highest levels of performance
o Appropriate where employees are highly achievement oriented
RATIONAL GOAL MODEL
o Assume management is a scientific and rational process moving employees and the
firm towards a specific objective
o Frederick W. Taylor
o Determine the one best way to do each job through accurate and objective
measurement
o Select the ‘best person’
o Train the ‘ best person’ the ‘best way’ (routines, predicatble tasks)
o Provide financial incentives
HMAN RELATIONS MODEL
 Elton Mayo – The Hawthorne Studies
 Suggested that impact on workers productivity was a result of workers interactions
with each other and their supervisors.
 Social needs of employees crucial to work performance
Chester Barnard
 Three elements for effectiveness
 Voluntary cooperation between management and workers
 Common purpose for management and workers
 Effective communication between management and workers

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Assignment 1A
MOTIVATION MODELS
 Hertzberg’s Motivation- Hygiene Theory
 Suggests that certain factors in the workplace cause job satisfaction, other cause
dissatisfaction
 Hygiene Factors = Company policy, supervision, relationships, work conditions, salary
 Motivators = Achievement, Recognition, Work itself, responsibility, advancement, growth
HRM

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Assignment 1A
DEMAND ANALYSIS
 Estimation of quality, quantity and composition of HR needed to meet organisational
objectives
 Assess future HR needs
 Evaluate types of employees needed
 Assess how many of each type
SUPPLY ANALYSIS
 Estimation of the quality and quantity of available labour
 Assess internal and external labour market
 Consider planned and unplanned losses
 Competition for labour, education, population trends, government policies
ESTIMATION OF NEEDS AND SURPLUSES
 Comparison of supply with demand,
 Match, deficit, surplus
 Dealing with deficits

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Assignment 1A
 Automate
 Mover operation abroad
 Part-time temporary staff
 Outsource the jobs
ACTION PLAN
 Arranged to cover;
 Recruitment
 Selection
 Training & Development
 Promotion
PERFORMANCE APPRAISAL
 Establishing performance objectives and standards
 Measure employees performance against these
 Providing feedback
OBJECTIVES OF PERFORMANCE APPRAISAL
 Determine if people are meeting their job requirements
 Determine developmental needs
 Identify candidate with potential (more responsibility)
 A basis for allocating rewards
 Develop motivation and commitment
Effective Performance Appraisals
 Review key objectives/goals/standards
 Summaries employees performance
 Discuss weaknesses
 Offer improvement advice
 Agree timetable
 Determine objectives/goals/standards for next review
 End on positive note
PERFORMANCE MEASURES
 Reaction…………………………………….

Yasmina Rayeh
Assignment 1A
(how trainees like the programme)
 Learning…………………………………….
(Understanding of theory and ability to apply it)
 Behaviour………………………………….
(change in on-the-job performance)
 Results………………………………………
(impact of training on the programme and on delivery of services)
DIFFERENCES BETWEEN MANAGERS AND LEADERS
 Manager: plans, organises, co-ordinates, controls – concerned with logic, structure and
control
 Leader: people-centred activities – creates a vision, communicates the vision, energises,
inspires and motivates, creates the culture.
Commercial Shop Fitting (CSF) Ltd.
WEAKNESSES  No workflow system
 Delivery time (From order placement to manufacture & installation of fitted units, it generally
takes approximatively 1 month (but can be longer in some cases).
 Better organisation, performance measures and Management/staff training (ASSESSMENT OF
THE MANAGEMENT AND STAFF AT CSF Ltd).
 Customer service: no quality standard such as ISO 90001; 2000 etc…
Need to implement a certified Quality Management System.
 PRODUCTION AND OPERATION:
 Staff performance: no incentive programme and no measure indicators.
Need to introduce a formal production planning and control system including workflow processes.
 Production performance: measured against budget, cost and delivery time, not in production efficiencies
(wastage, slacks). Staff training is planned to decrease these inefficiencies
Company’s technology is low in comparison with concurrent, there is a management information
system in place to track labour usage and materials for products but this is mainly for costing purposes.
 No Benchmarking, (processes and performance metrics to industry bests or best practices) from other
companies.
 Production layout at present is not ideal but will dramatically improve when the production is
moved to a larger premise.
Wastage at times can be an issue in small batch manufacturing runs thereby reducing margins.
Inspections are random however direct production staff are both experienced and skilled.
TREAT competitor Alternative Shop Fittings(North West) would perform better in terms of delivery time from order
STRENGHTS  business conditions are stable in terms of demand for product
 getting its orders out on time
 premium price based on good design
 good reputation (60% of orders come from recommendations)
RESEARCH, DEVELOPMENT AND DESIGN
 Competitive advantage and employs good design personnel that deliver quality designs
contributing to growing market and differentiating the Company’s products to competitors.
OBJECTIVE Deliver high quality designs, manufacture & installation of fitted units
 Reduction of cost of production by a target of 10% by improving production

Yasmina Rayeh
Assignment 1A
 Increase sales from current €1m to €1.3m
 achieve net profit over sales 10%
Commencez sans plus tarder
Lorsque vous cliquez sur le texte de cet espace réservé, commencez simplement à taper pour le remplacer.
Mais, attendez encore un peu !
Cet espace réservé inclut des conseils pour vous aider à mettre en forme rapidement votre rapport et à
ajouter d’autres éléments, tels qu’un graphique, un diagramme ou une table des matières. Vous seriez
surpris de voir à quel point c’est facile.
Créez un document superbe
− Vous avez besoin d’un titre ? Dans l’onglet Accueil, dans la galerie Styles, cliquez simplement sur le
style de titre voulu. Remarquez également les autres styles dans la galerie, comme pour une citation
ou une liste numérotée.
− Peut-être que l’image du bassin bleu dans la page de garde vous plaît autant qu’à nous, mais si vous
trouvez que ça ne convient pas pour votre rapport, cliquez dessus avec le bouton droit, puis cliquez
sur Modifier l’image pour ajouter votre propre photo.
− Vous pouvez ajouter une image de qualité professionnelle en un clin d’œil. En fait, lorsque vous
ajoutez un graphique ou un diagramme SmartArt à partir de l’onglet Insertion, il s’adapte
automatiquement à l’aspect de votre document.
Ajoutez-y une touche finale
Vous voulez ajouter une table des matières ou une bibliographie. Aucun problème !
AJOUTER UNE TABLE DES MATIÈRES
Rien n’est plus facile que d’ajouter une table des matières dans votre rapport. Dans l’onglet Insertion,
cliquez sur Page de garde pour afficher la liste des modèles de pages de garde incluant une page de table des
matières. Cherchez TM.
Cliquez simplement pour insérer l’un de ces éléments et vous serez invité à mettre à jour la TM. Lorsque
vous le faites, le texte que vous avez mis en forme au moyen des styles Titre 1, Titre 2 et Titre 3 est
automatiquement ajouté.
AJOUTER UNE BIBLIOGRAPHIE
Dans l’onglet Références, dans le groupe Citations et bibliographie, cliquez sur Insérer une citation pour
accéder à l’option permettant d’ajouter des sources puis insérez des citations dans le document.
Une fois que vous avez ajouté toutes les citations voulues pour votre rapport, dans l’onglet Références,
cliquez sur Bibliographie pour insérer une bibliographie mise en forme dans votre choix de styles.

Yasmina Rayeh
Assignment 1A
Et, voilà, c’est terminé. Bon boulot !

Business management - Yasmina Rayeh

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