Joy of chocolate was started by suzy with the main
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Joy of chocolate was started by Suzy with the main aim of succeeding. Some of the consumertargets include creating high standard gourmet chocolates, focusing on details, offering unique and specialised chocolates according to the consumer needs. Suzy worked to provide 9Assessment Version 1.0
the customers with distinctive, novelty, exclusive and high-quality chocolates. She delivered all orders on time and created a good reputation for reliability. These were her product goals. Operational goals are related to running the organization efficiently by maximising the usage of management skills, technology and resources. Some of the joy of Chocolates' operational goals include assisting the staff to develop their skills and training the production staff to ensure high level of expertise. Every four months hafiz arranges a personal development review to give feedback and uses job rotation to develop further knowledge to encourage a positive culture of staff development and active team working. Secondary goals are goals thatare not given priority to in an organisation. Some of Suzy’s secondary goals include offering products with local links, enriched with local procedure. She did not want to run the business with price as a key factor therefore she limited the number of suppliers to create a strong relationship. Suzy’s aim was to trade with multilateral trading suppliersSuzy’s objective was to find fair trade suppliers.Her main policies were; health and safety, food production regulations and low wastage. Having policies in place ensures that all staff are giving a consistent approach to work and that everyone is following the same guidelines. Task 02 - Identify the main differences between the formal organisation and informal organisation.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 oftenplaces 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, takeyour 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.