college to offer work placements in the departments of finance and production. The aim was to raise the company’s profile as a possible route after college to potential future employees. By 2008 Hafiz had two assistants Mary Taylor and Adrian Buchanan. Mary had been with the company since 2001 and been promoted through the team working system in the company. Now she has helping to organise and supervise production with special
6 Assessment Version 1.0 responsibility for controlling quality of supplies. This meant that Mary had to accompany Suzy on her visits to local suppliers to discuss produce and allow Mary to ensure deliveries met the company’s high standards. Adrian was appointed after Amina had stabilised the finances of the business. Amina had encouraged Hafiz to appoint an assistant with specific responsibility for waste. Adrian was ideally suited to the level of attention required to controlling the company’s waste and maintaining the quality of the products. He kept a detailed record of all activities on the production of chocolates. His view was that employees grow into jobs and should be allowed to make mistakes as part of the learning process and by promoting a team mentality mistakes were more easily picked up. He sees his role as facilitating and supporting the operational staff. Adrian also involved the teams in keeping waste to a minimum. He introduced a project to combat waste and lower costs involving staff from all areas of the factory as part of the project team. The project team then took their ideas and conclusions back to their work colleagues. This allowed the teams to measure their success in meeting targets through costs and through quality of the products, strengthened team morale and helped employees take pride in their work. The business grew quickly and by 2011 had 15 full time employees and the management team were looking for ways to grow. Suzy knew that an extensive marketing/sales input was required but the main constraint was her contribution to creating chocolates which still remained her top priority. The business was growing and it was now difficult for Suzy to be involved in every aspect of the business as this was draining her mentally and physically. However she still insisted in being involved in the creation of new chocolate products. Leon resented decisions being taken by Suzy which impacted on the creation of new chocolate products. He called them ‘weekend decisions’ and felt excluded from the thought processes that led to Suzy’s decisions in this regard. This led to a drop in his morale and motivation which in turn had an impact on the creative team he led. Leon then allowed his team to follow Suzy’s instructions and led to him only doing what he was told to do by Suzy. Leon’s lack of input was noticeable to his colleagues and he began to consider leaving the company.
7 Assessment Version 1.0 Previously Suzy had identified the exclusive hotels in Ayrshire and the Scottish Borders as a market that J.O.C. could exploit. Their products were unique and gave them a significant edge over their competitors. This possible increase in business would mean