Joseph Holts Brewery business Studies Coursework
Introduction.
This report is based on Joseph Holts Brewery a Manchester Company dating back to 1849. The company own very traditional public houses but has over the last few years has looked to the future and is making changes their business plan. The company decided that a number of its units should sell a larger range of products from other suppliers and studied at the costs under unit manager's control.
The new products and the controlling of costs have to be backed up with training and to some extent this has been done with the permanent managers on a trial basis using outside consultants. In their book 'Essential Managers Manual' Robert Heller and Tim Hindle stated ' despite the expense involved in training it is cheaper than the cost of persisting without it, which will be damaging to performance.' In our company it is not only the permanent Managers that control costs but their replacements. So by identifying a training need for the Relief Management team will help the company reach its business goals.
THE ROLE
The Relief Manager has the role temporary unit management in the manager's absence sometimes in very hard circumstances, such as a dismissal of the permanent manager. They should approach the running of the unit with the same cost controls as the permanent managers. The need for business oriented Relief Managers is vital for the success of each unit as well as the company. We have an experienced relief management team with 64% having taken control in over 11 units.
The Relief Manager does not get any structured training, just some in-house with a permanent manager in a 'sit next to Nelly training program'. I aim to show that a training gap exists between the current performance and required performance in present Relief managers and that they would also benefit from a training program to bring increased efficiency and savings for the company.
BENCHMARKS
A training program for the Relief Manager would have to show improvements in the following measurable areas, Stock Control, Turnover and Staff Hours. These are the company benchmarks for judging performance. It will also bring effective changes in the skills and knowledge of the Managers with a change in attitude towards the company. The new company policies such as merchandising have not yet reached the Relief managers but are in place in units under their control. It is evident in some of the research that they do not feel the company appreciates their role and certainly, some of the permanent managers and staff at the brewery regard them as second-class management. Therefore, within other training programs run for the permanent Managers there is need to change views concerning the Relief managers' position within the company. Also motivating the relief managers by including them in training programs.
Introduction.
This report is based on Joseph Holts Brewery a Manchester Company dating back to 1849. The company own very traditional public houses but has over the last few years has looked to the future and is making changes their business plan. The company decided that a number of its units should sell a larger range of products from other suppliers and studied at the costs under unit manager's control.
The new products and the controlling of costs have to be backed up with training and to some extent this has been done with the permanent managers on a trial basis using outside consultants. In their book 'Essential Managers Manual' Robert Heller and Tim Hindle stated ' despite the expense involved in training it is cheaper than the cost of persisting without it, which will be damaging to performance.' In our company it is not only the permanent Managers that control costs but their replacements. So by identifying a training need for the Relief Management team will help the company reach its business goals.
THE ROLE
The Relief Manager has the role temporary unit management in the manager's absence sometimes in very hard circumstances, such as a dismissal of the permanent manager. They should approach the running of the unit with the same cost controls as the permanent managers. The need for business oriented Relief Managers is vital for the success of each unit as well as the company. We have an experienced relief management team with 64% having taken control in over 11 units.
The Relief Manager does not get any structured training, just some in-house with a permanent manager in a 'sit next to Nelly training program'. I aim to show that a training gap exists between the current performance and required performance in present Relief managers and that they would also benefit from a training program to bring increased efficiency and savings for the company.
BENCHMARKS
A training program for the Relief Manager would have to show improvements in the following measurable areas, Stock Control, Turnover and Staff Hours. These are the company benchmarks for judging performance. It will also bring effective changes in the skills and knowledge of the Managers with a change in attitude towards the company. The new company policies such as merchandising have not yet reached the Relief managers but are in place in units under their control. It is evident in some of the research that they do not feel the company appreciates their role and certainly, some of the permanent managers and staff at the brewery regard them as second-class management. Therefore, within other training programs run for the permanent Managers there is need to change views concerning the Relief managers' position within the company. Also motivating the relief managers by including them in training programs.