Leadership and Discrimination in Croft Foods
From my understanding Croft Foods have certainly demonstrated clear
leadership in rather abstract terms. They have tried to reduce their
production costs to an absolute minimum whilst attempting to produce
and market as many products as possible.
Klaus made effective communications with the employees and established
the need to purchase new machinery which may have allowed the factory
to work more efficiently and generate more profit. Leadership here was
demonstrated by upper management conversing, with the factory floor
directly, and making relevant employees aware of future developments,
for example the fact that “further machinery is due to be installed
later this year”.
By recognizing a need with-in the market to remain competitive, and
also delivery through spent time with employees.
“Effective purchasing management and professional buying works better
when a good strategic framework exists. Commonly, relationships
between suppliers and customers are driven by personalities, or the
needs of the moment, whereas relationships and purchasing strategy
should ideally be based on a combination of factors reflecting the
nature of each purchasing area, including: risk, complexity, value,
the market and basic matters of supply and demand” 1 This theory
suggests there is a vast array of issues which need to addressed
whilst purchasing. There was obviously a need to work more
efficiently, create more gross income, and allow employees to work to
their optimum.
In addition to satisfying the above, employees also felt listened too.
Also by remaining distanced at suitable times from the factory floor
at times they have been able to concentrate and free up time for other
issues that may arise such as possible redundancies.
Although the basic concept of these decisions may have necessary; it
has all the hall marks of a ‘knee jerk reaction’. The decision to
install new machinery without additional training was inevitably going
to cause a skills gap and evidently cause a low working morale to sink
further.
Advice from the machinery supplier could have been sought after to
perhaps provide guidance on the new machinery and thus offer advice on
employee training. This would have leaded to a more structured and
organised approach to productivity as well as improve factory morale...
... middle of paper ...
... and Limitations
All employees can expect a fair performance related pay which works on
the basis of company loyalty and productivity. Performance related pay
will reflect the level of success or decline, which ever is relevant.
Employees are expected to speak to the nominated 'team leader'
regarding any problems which it would like to be addressed to
management in connection with ideas.
Management whom are responsible to Managerial Director; must remain
diligent to the concerns and welfare of fellow employees never abusing
their positions. Stakeholder shares in Croft foods will be awarded on
performance and loyalty basis. Senior Management will have their
company shares capped.
Training
Training for all employees will be mandatory.
Review
These policies will be reviewed on a regular basis in keeping with the
interests of every employee at Croft Foods.
Bibliography
Management and Organizational Behaviour, Prentice Hall, Seventh
Edition 2005 by Laurie J. Mullins2
www.businessballs.com/buyingtechniques.htm1
www.womenandequalqualityunit.gov.uk/legislation/equal_pay_act.htm3
www.bized.ac.uk/compfact/mcdonalds/mc15.htm4
www.mcdonalds.com5
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