hello8727
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#81
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#81
(Original post by Ca120)
Can someone please give a list of the issues within the business and recommendations?
The issues I'm doing are;
- Conflict between Katrina and Sunny due to their different management styles (Democratic vs Autocratic)
- Lack of motivation as even though restaurant staff were offered a higher renumeration 60% of them, including all head chefs did not take up the job roles in the factory
- Redeployment of restaurant staff - They were not reskilled which led to them not meeting their targets and as a result stock wastage increased
- Staff turnover is rising/high
- Net profit is decreasing/on a downwards trend
Recommendations:
- Goleman's Model
- Introduce a formal HR/Team working department
- Training Needs Analysis
- SMART targets
- Staff buy-in/Kaizen
- Management by Objectives performance appraisal
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NeedHelpGuyz
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#82
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#82
(Original post by BusyKid)
there are a few issues these are just a few...
- City central locations charge high rent/rates
- Clash in leadership styles
- Staff discipline leads to lack of motivation
- redeployed staff have lack of knowledge and experience
Hey, what are the problems/interpretation of a clash of leadership styles and what management solution can you come up with it?
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hello8727
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#83
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#83
(Original post by NeedHelpGuyz)
Hey, what are the problems/interpretation of a clash of leadership styles and what management solution can you come up with it?
The management clash is between Katrina and Sunny.

Katrina uses a democratic management style where she regularly consults with employees, cares for them and encourages their input. On the leadership continuum she is further right as she 'consults' with employees which would put her behaviour as high supportive, low directive. Her management style is linked to McGregor's Y-Theory.

Whereas Sunny uses an autocratic management style with a strict set of rules that he expects his employees to fully adhere to and very rarely asks for their input. On the leadership continuum he is far left as he 'tells' his employees what to do which means his behaviour is low supportive, high directive. This links to McGregor's X-Theory.

As Sunny and Katrina have different views on how employees should be managed, this will obviously lead to a lot of conflicts.
For example Katrina believes that Sunny's autocratic style limits his creativity and that he lacks compassion for his staff and Sunny believes that Katrina's democratic style means that she cares too much about the opinions and needs for staff at the expense of profit and cash flow.

This will become a significantly larger problem in the future because they both have to work closely as divisional manager (Sunny) and deputy divisional manager (Katrina) for the manufacturing division. If there are further conflicts then it will create a poor working environment which can increase the level of staff turnover, negatively impacting the strategic objectives.

Action centred leadership model:

Katrina focuses too much on managing and developing the team and individual, that achieving the task is overlooked.

Sunny focuses too much on achieving the task that the needs of the team and individual is overlooked.

The proposal/solution for this problem is to switch to a Paternalistic management/leadership style because it has characteristics of an autocratic and democratic style as staff are still consulted for their opinions, however the manager still gets the final say in the decision making process. The Paternalistic style also reduces staff turnover because it operates more like a family unit with staff being engaged and feeling valued. As this style draws characteristics from the autocratic and democratic styles it means that there is a common ground between Katrina and Sunny which will result in less conflicts.
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NeedHelpGuyz
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#84
Report 2 weeks ago
#84
(Original post by hello8727)
The management clash is between Katrina and Sunny.

Katrina uses a democratic management style where she regularly consults with employees, cares for them and encourages their input. On the leadership continuum she is further right as she 'consults' with employees which would put her behaviour as high supportive, low directive. Her management style is linked to McGregor's Y-Theory.

Whereas Sunny uses an autocratic management style with a strict set of rules that he expects his employees to fully adhere to and very rarely asks for their input. On the leadership continuum he is far left as he 'tells' his employees what to do which means his behaviour is low supportive, high directive. This links to McGregor's X-Theory.

As Sunny and Katrina have different views on how employees should be managed, this will obviously lead to a lot of conflicts.
For example Katrina believes that Sunny's autocratic style limits his creativity and that he lacks compassion for his staff and Sunny believes that Katrina's democratic style means that she cares too much about the opinions and needs for staff at the expense of profit and cash flow.

This will become a significantly larger problem in the future because they both have to work closely as divisional manager (Sunny) and deputy divisional manager (Katrina) for the manufacturing division. If there are further conflicts then it will create a poor working environment which can increase the level of staff turnover, negatively impacting the strategic objectives.

Action centred leadership model:

Katrina focuses too much on managing and developing the team and individual, that achieving the task is overlooked.

Sunny focuses too much on achieving the task that the needs of the team and individual is overlooked.

The proposal/solution for this problem is to switch to a Paternalistic management/leadership style because it has characteristics of an autocratic and democratic style as staff are still consulted for their opinions, however the manager still gets the final say in the decision making process. The Paternalistic style also reduces staff turnover because it operates more like a family unit with staff being engaged and feeling valued. As this style draws characteristics from the autocratic and democratic styles it means that there is a common ground between Katrina and Sunny which will result in less conflicts.
Wooow, thank you so much.
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narsayee21
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#85
Report 2 weeks ago
#85
(Original post by hello8727)
The management clash is between Katrina and Sunny.

Katrina uses a democratic management style where she regularly consults with employees, cares for them and encourages their input. On the leadership continuum she is further right as she 'consults' with employees which would put her behaviour as high supportive, low directive. Her management style is linked to McGregor's Y-Theory.

Whereas Sunny uses an autocratic management style with a strict set of rules that he expects his employees to fully adhere to and very rarely asks for their input. On the leadership continuum he is far left as he 'tells' his employees what to do which means his behaviour is low supportive, high directive. This links to McGregor's X-Theory.

As Sunny and Katrina have different views on how employees should be managed, this will obviously lead to a lot of conflicts.
For example Katrina believes that Sunny's autocratic style limits his creativity and that he lacks compassion for his staff and Sunny believes that Katrina's democratic style means that she cares too much about the opinions and needs for staff at the expense of profit and cash flow.

This will become a significantly larger problem in the future because they both have to work closely as divisional manager (Sunny) and deputy divisional manager (Katrina) for the manufacturing division. If there are further conflicts then it will create a poor working environment which can increase the level of staff turnover, negatively impacting the strategic objectives.

Action centred leadership model:

Katrina focuses too much on managing and developing the team and individual, that achieving the task is overlooked.

Sunny focuses too much on achieving the task that the needs of the team and individual is overlooked.

The proposal/solution for this problem is to switch to a Paternalistic management/leadership style because it has characteristics of an autocratic and democratic style as staff are still consulted for their opinions, however the manager still gets the final say in the decision making process. The Paternalistic style also reduces staff turnover because it operates more like a family unit with staff being engaged and feeling valued. As this style draws characteristics from the autocratic and democratic styles it means that there is a common ground between Katrina and Sunny which will result in less conflicts.
wow that was amazing
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narsayee21
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#86
Report 2 weeks ago
#86
(Original post by hello8727)
The management clash is between Katrina and Sunny.

Katrina uses a democratic management style where she regularly consults with employees, cares for them and encourages their input. On the leadership continuum she is further right as she 'consults' with employees which would put her behaviour as high supportive, low directive. Her management style is linked to McGregor's Y-Theory.

Whereas Sunny uses an autocratic management style with a strict set of rules that he expects his employees to fully adhere to and very rarely asks for their input. On the leadership continuum he is far left as he 'tells' his employees what to do which means his behaviour is low supportive, high directive. This links to McGregor's X-Theory.

As Sunny and Katrina have different views on how employees should be managed, this will obviously lead to a lot of conflicts.
For example Katrina believes that Sunny's autocratic style limits his creativity and that he lacks compassion for his staff and Sunny believes that Katrina's democratic style means that she cares too much about the opinions and needs for staff at the expense of profit and cash flow.

This will become a significantly larger problem in the future because they both have to work closely as divisional manager (Sunny) and deputy divisional manager (Katrina) for the manufacturing division. If there are further conflicts then it will create a poor working environment which can increase the level of staff turnover, negatively impacting the strategic objectives.

Action centred leadership model:

Katrina focuses too much on managing and developing the team and individual, that achieving the task is overlooked.

Sunny focuses too much on achieving the task that the needs of the team and individual is overlooked.

The proposal/solution for this problem is to switch to a Paternalistic management/leadership style because it has characteristics of an autocratic and democratic style as staff are still consulted for their opinions, however the manager still gets the final say in the decision making process. The Paternalistic style also reduces staff turnover because it operates more like a family unit with staff being engaged and feeling valued. As this style draws characteristics from the autocratic and democratic styles it means that there is a common ground between Katrina and Sunny which will result in less conflicts.
how did you revision to do all of this? and any tips on unit 7
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J23798
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#87
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#87
Does anyone have an introduction to the Fachetti case study as it’s the part I end up taking to long on or going wrong somewhere
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Mannjiii
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#88
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#88
Have u got help?
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J23798
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#89
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#89
(Original post by Mannjiii)
Have u got help?
No
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r.sohal_
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#90
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#90
(Original post by J23798)
Does anyone have an introduction to the Fachetti case study as it’s the part I end up taking to long on or going wrong somewhere
I did a mock paper today under timed conditions where this was the introduction.
The part B was about staff turnover and profitability.Hence the short bit at the end.

"The Fachetti Group (TFG) is a well established Italian restaurant owned by Fabio Fachetti. Fabio Fachetti is a celebrity chef and TV presenter who i9s known for his innovative Italian recipes and collection of restaurants. Fabio is also famous for his ability to inspire and engage his staff which is one of the reasons he had a very loyal workforce in his restaurant. TFG was made up of two divisions the restaurant and the manufacturing divisions but due to unseen events such as a world pandemic TFG is currently strictly a manufacturing division. TFG has two core managers Kartina Szynalski who was the manager of the restaurant division where she gained 20 years of experience as head chief and takes a democratic leadership style with her employees which had caused a lot of issues within the restaurant division. Currently she is working as deputy divisional manager for manufacturing. The other manager Sunny Elder runs the manufacturing, the leader who takes an autocratic approach with his employees which has led to very good and high quality products and a high level of efficiency with the employees. There is a lot of conflict within TFG due to the two managers' leadership styles clashing.

In this report I will outline the issues with the management and leadership in TFG and how it impacts the staff turnover and profitability. This report will also be making recommendations on how it can be changed to reduce staff turnover and increase profitability."
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hello8727
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#91
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#91
(Original post by J23798)
Does anyone have an introduction to the Fachetti case study as it’s the part I end up taking to long on or going wrong somewhere
For the introduction just explain what the business is, who it is owned and run by and what it sells. Then state the purpose of the report which is to identify the current management challenges and suggest proposals and recommendations.
Then put in the headings for the report (example is below)

The areas that will be addressed in this formal report are as follows;

- The strategic Objectives
- The current management issues faced by The Fachetti Group
- The proposals to solve the management challenges
- Recommendations
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J23798
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#92
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#92
(Original post by hello8727)
For the introduction just explain what the business is, who it is owned and run by and what it sells. Then state the purpose of the report which is to identify the current management challenges and suggest proposals and recommendations.
Then put in the headings for the report (example is below)

The areas that will be addressed in this formal report are as follows;

- The strategic Objectives
- The current management issues faced by The Fachetti Group
- The proposals to solve the management challenges
- Recommendations
Ok. The format I’ve been taught is
Intro
Analysis of the data
Management issues
Recommendations
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J23798
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#93
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#93
(Original post by r.sohal_)
I did a mock paper today under timed conditions where this was the introduction.
The part B was about staff turnover and profitability.Hence the short bit at the end.

"The Fachetti Group (TFG) is a well established Italian restaurant owned by Fabio Fachetti. Fabio Fachetti is a celebrity chef and TV presenter who i9s known for his innovative Italian recipes and collection of restaurants. Fabio is also famous for his ability to inspire and engage his staff which is one of the reasons he had a very loyal workforce in his restaurant. TFG was made up of two divisions the restaurant and the manufacturing divisions but due to unseen events such as a world pandemic TFG is currently strictly a manufacturing division. TFG has two core managers Kartina Szynalski who was the manager of the restaurant division where she gained 20 years of experience as head chief and takes a democratic leadership style with her employees which had caused a lot of issues within the restaurant division. Currently she is working as deputy divisional manager for manufacturing. The other manager Sunny Elder runs the manufacturing, the leader who takes an autocratic approach with his employees which has led to very good and high quality products and a high level of efficiency with the employees. There is a lot of conflict within TFG due to the two managers' leadership styles clashing.

In this report I will outline the issues with the management and leadership in TFG and how it impacts the staff turnover and profitability. This report will also be making recommendations on how it can be changed to reduce staff turnover and increase profitability."
Thanks mate
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hello8727
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#94
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#94
(Original post by J23798)
Ok. The format I’ve been taught is
Intro
Analysis of the data
Management issues
Recommendations
you also need to do proposals for the management issues
it comes under AO3 - suggested alternative management approaches
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NeedHelpGuyz
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#95
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#95
(Original post by hello8727)
The issues I'm doing are;
- Conflict between Katrina and Sunny due to their different management styles (Democratic vs Autocratic)
- Lack of motivation as even though restaurant staff were offered a higher renumeration 60% of them, including all head chefs did not take up the job roles in the factory
- Redeployment of restaurant staff - They were not reskilled which led to them not meeting their targets and as a result stock wastage increased
- Staff turnover is rising/high
- Net profit is decreasing/on a downwards trend
Recommendations:
- Goleman's Model
- Introduce a formal HR/Team working department
- Training Needs Analysis
- SMART targets
- Staff buy-in/Kaizen
- Management by Objectives performance appraisal
with the net profit decreasing, how could I say its an issue and what management solution can I link it to?
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hello8727
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#96
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#96
(Original post by NeedHelpGuyz)
with the net profit decreasing, how could I say its an issue and what management solution can I link it to?
In figure 3 net profit was £76 million for Jan - Jun 2020 which means there was an average of £12.7 million net profit per month, in July 2020, the net profit fell to £10.5 million, was also £10.5 million in August 2020, then in September it rose to £11.2 million. One of the strategic objectives mention in the was to increase net profit by 10%, this means that they want the net profit to be 10% on top of £11.2 million, which is £12.32 million.
So as the level of net profit has fallen from the average between Jan-Jun 2020 and to September 2020, there is a negative impact on the strategic objectives. Also, lower net profit is an issue because it means that the business has less money to reinvest and it shows that there is a high level of unnecessary expenses.
What I'm doing for the solution is recommending that they implement the zero defect production as if there a no defects, then expenses will decrease, thus increasing net profit and helping the business to achieve the strategic objective of increasing net profit.
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NeedHelpGuyz
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#97
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#97
(Original post by hello8727)
In figure 3 net profit was £76 million for Jan - Jun 2020 which means there was an average of £12.7 million net profit per month, in July 2020, the net profit fell to £10.5 million, was also £10.5 million in August 2020, then in September it rose to £11.2 million. One of the strategic objectives mention in the was to increase net profit by 10%, this means that they want the net profit to be 10% on top of £11.2 million, which is £12.32 million.
So as the level of net profit has fallen from the average between Jan-Jun 2020 and to September 2020, there is a negative impact on the strategic objectives. Also, lower net profit is an issue because it means that the business has less money to reinvest and it shows that there is a high level of unnecessary expenses.
What I'm doing for the solution is recommending that they implement the zero defect production as if there a no defects, then expenses will decrease, thus increasing net profit and helping the business to achieve the strategic objective of increasing net profit.
thank youu. I used figure 2 to talk about net profit, whats the difference between figure 2 and figure 3?
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hello8727
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#98
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#98
(Original post by NeedHelpGuyz)
thank youu. I used figure 2 to talk about net profit, whats the difference between figure 2 and figure 3?
using either is fine, however when you're speaking about the net profit goal, it only relates to figure 3 because figure 1+2 is for the restaurants, whereas figure 3 is for the Fachetti's Kitchen and the net profit goal is only for the Fachetti's Kitchen as well if that makes sense
Just make sure to look at the Part B when you get in the exam as it will say a focus for the report and presentation
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NeedHelpGuyz
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#99
Report 2 weeks ago
#99
(Original post by hello8727)
using either is fine, however when you're speaking about the net profit goal, it only relates to figure 3 because figure 1+2 is for the restaurants, whereas figure 3 is for the Fachetti's Kitchen and the net profit goal is only for the Fachetti's Kitchen as well if that makes sense
Just make sure to look at the Part B when you get in the exam as it will say a focus for the report and presentation
ohh yeah, makes sense thanks!
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narsayee21
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#100
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#100
(Original post by hello8727)
I've just uploaded my detailed complete notes on The Fachetti Group case study which covers the management issues and in-depth data and table analysis.

https://www.stuvia.com/doc/1467800/u...ete-notes-2022
hi, how would you structure the report?
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