Suzy started the joy of chocolate with the main goal of surviving. Her consumer goals were to create gourmet chocolates to a very high standard, attention to detail and offering a unique product is a very important to Suzy as well as specialist chocolates for customer’s requirements.
Suzy worked to offer a unique product, novelty and high class chocolates for her customers. She soon built up a reputation for dependability through always delivering orders on time. These are her product goals.
Operational goals refer to running the organisation in such a way as to make the best use of management skills, technology and resources. They joy of Chocolates operational goals are; all staff supported in developing their skills, training for the production staff ensured a high level of expertise. Hafiz holds a personal development review every four months to give feedback; he also uses job rotation to build knowledge further. Encourage a positive culture of staff development, active team working.
Secondary goals are goals which an organisation does not regard as priorities. Suzy’s secondary goals are; offering products with local connections, enhanced with local produce. She limited the number of suppliers to develop a very close relationship as to not run the business with price as the key factor.
Suzy’s objective was to seek out fair trade suppliers. Her main policies where; health and safety, food production regulations and keeping waste as low as possible.
An Informal organisation is more social and relaxed; it is characteristically of a creative nature whereas formal is all about structure, rules and following orders. Informal is fun and outgoing, like a small working family, this can sometimes cause problems for authority figures. Formal working relationships have lots of boundaries.
Formal organisations are often places like the army, law firms etc. They have very strict rules to follow and serious discipline actions. Informal organisations are places like high-street shops, pack houses etc. They have rules but are not followed so strictly. Discipline actions are more informal warnings. The whole working environment is more flexible and adapting of staffs ideas and views. Management are more approachable with issues, no matter how small, they listen, take your point of view and help come up with a solution. Formal is not flexible but is very rigid, Management does not count staff ideas or views and just want you to fall back in line. They do not help with issue. Smart uniform is a must in these places where as in informal places it is more relaxed clothing. In relation to the case study a mixture of both types of organisational styles is evident, it creates harmony.
The composition of the Open Systems Theory is all the functions and areas of the company that come together to make the end result. The input, process and Output for The Joy of Chocolate are:
If Suzy’s output is bad she would have to change her processes e.g. higher quality goods, increased staff training or changes in the procedures.
The Pest and Swot Analysis for The Joy of Chocolate is shown below:
In the case study, the stakeholders would be; Suzy as the owner, all management and employees, customers and suppliers. Suzy would be the main stakeholder in the company, as the owner she makes the final decisions and needs to make the right decisions for her company or profits will suffer. Suzy’s management team have a big influence in her company, if they don’t make the right decisions, train staff properly or abuse their role in any way then the company suffers. If the company suffers then so do their pay cheques or they may possibly loose their jobs? All other employees of the company have the same influence and interest, just with less power over important decisions. Suzy’s customers have a big influence on her company, if they like the product and service, they will stay loyal and possibly buy more.
Her suppliers have a big interest in the company as Suzy is buying from them, if the suppliers produce is good quality this influences the joy of chocolate in a good way. Where as if the produce is bad quality Suzy will loose business and probably change suppliers. Suzy’s customers are also stakeholders, if her customers don’t like her products then they will stop buying and sales will decrease. Another is the bank, they have an interest in the companies success because they want the loan payments on time every month, college is also a stakeholder, they have an interest in getting their students working placements to hopefully get them the experience they need and a possible career route as well as Suzy gaining educated employees.
The Personalised Centralised Control Strategy is a very authoritive and controlling strategy, usually used by managers who think very highly of themselves and very little of their employees. They insist on direct supervision which is in contrast to Hafiz in the case study, who believes in trusting his employees. Managers in this strategy make all the decisions alone with no input from anyone else; they use punishments and rewards to get what they want.
The Bureaucratic Control Strategy is less strict than the personalised Centralised Control, the managers in this strategy tent to concentrate on enforcing the rules and procedures to all tasks in their organisation, the decisions that are routine get delegated to staff with limitations, but the important decisions still remain with the manager, like the personalised strategy the managers use punishment and reward systems.
The Output Control Strategy is most like the managers in the case study, Hafiz speaks with the team leaders to discuss potential problems and production then the team leaders meets with staff to delegate tasks and decisions on operational matters. The rewards and punishments in this strategy are linked with the targets (Sales, Production, Waste etc.)
The Cultural Control strategy and how it applies to the case study: The Joy of Chocolate’s management team are very focused on the development of staff. All staff was supported in developing their skills, and training for the production staff ensured a high level of expertise throughout the business. Hafiz ensured all employees undertook a job development review every four months in addition to being advised on a monthly basis how they were performing. Suzy selected Leon (Head of chocolate development) because he had previously trained in Switzerland, working with Suzy when she was undertaking her qualifications. She knew Leon was a diligent, creative individual and would be an important part of the team. Suzy and hafiz trained their staff to a very high standard, they also ensured job rotation.