Investigating Castle Mall management Essay

The castle mall is a shopping centre located in the centre of Norwich. It is owned by the insurance company Friends Provident. Friends provident employ a whole managerial team who run the centre.

This is called Castle Mall Management. This is what I will be investigating in my project. E1 Public and Private Limited Companies (PLC) Castle mall management Ltd is a private limited company (ltd). A private company is a business with limited liability whose shares are not available to the public. A Public limited company (PLC) is a business with limited liability whose shares are not available to the public.

PLC’s are required by law to publish their accounts. This means that they are available for scrutiny, not only by the owners (shareholders), potential investors, and bankers, but also, by competitors. The Memorandum of Association must state clearly that the business is a public company and it must be registered as such. The term ‘plc’ must appear after its name.

The differences between the two, private and public limited companies are; >A public company can raise capital from the general public, while a private company is prohibited from doing so. >The minimum capital requirement of a public company is �50,000. There is no minimum for a private company. >Public companies must publish far more detailed accounts than private companies. Advantages 1) The shareholders have limited liability.

2) It is easy to raise capital by issuing more shares. 3) It is much easier to raise finance because the banks are much more willing to lend money to a large, well established, as they see it as much less of a rise. 4) This all makes it easier for the PLC to grow and expand. 5) The shareholders will appoint specialists to manage and runt the company for them. Disadvantages 1) Setting up a public limited company is expensive.

There is a lot of administration work involved and at least �50 000 has to be raised before a PLC can be set up. 2) The PLC has to issue much more information about itself and this again is very expensive to produce. It has to prepare and annul report as well as Annual Accounts and these have to be printed and sent to all the shareholders. They also available to the general public and competitors to see. 3) The extent to which any one individual, or group, can maintain control of an organisation is severely limited by the sale of its shares on the stock exchange.

A family may find their influence on a business diminished when a listing is obtained. In turn, this means that publicly quoted companies are always vulnerable to take over bid. This may affect the decisions taken by directors. For example, they may be more inclined to cut back on staffing during a recession, whereas a private firm would want to hold on to experienced staff for when the economy starts to recover.

E6 Communications There has to be communication between each member of staff for the company to function properly. I will now look at how this can be done within the company. Uses of communication >To contact each other >To make deals >To give instructions >To give or receive information >To exchange ideas >To announce plans or strategies >To compare actual results against a plan >To lay down rules and procedures >Job descriptions, organisation charts or manuals Direction of communication Formal Informal Vertical Vertical * Downwards Between peers, friends or -From superior to subordinate. Colleagues. * Upwards Could be given as – From subordinate to superior emotional support.

Or to organise a function Horizontal or lateral or party. >People of the same rank, (In the same section Or in different sectors) Diagonal Interdepartmental communication by people of different ranks. Methods of communication A) Face to face communications >Formal meeting >Word of mouth >Interviews >Informal contact B) Oral communication >The telephone >Public address system C) Written communication >Letters, external mail systems >Memorandum, internal mail system >Reports >Forms >Notice board >News letters, bulletins, house journals >Organisation manual, handbook, leaflet D) Visual communication >Charts >Films, PowerPoint Presentation E7/A3 Quality Control * Quality is one of the ingredients in the purchasing decision of consumers, who demand ever-increasing levels of quality * Any firms that ignore the quality aspect of both inputs and outputs risk losing market share to those firms who make it a priority. “Quality is defined by the Customer” W E Deming (American Quality Guru) Quality Defined * It is difficult to provide a single definition for quality as it means different things to different groups of people.

Certainly the perception of the customer is a key element. Here are some of the minimum requirements for customer satisfaction: * Fitness For Purpose The product can do what is it meant to do. This is a useful definition as it can be applied to a wide variety of products, including cheap products such as disposable pens. * Meeting the minimum standards prescribed by acts of parliaments “Health and Safety”, “Weights and Measures” and “Trade Description” Legislation provides a legal framework for minimum standards across a wide range of goods. * Meeting trade association standards Some industries have self regulating bodies that guarantee their members’ work, e.g. the national house building council.

In final analysis it is the customers’ perceptions of quality that really matter, firms must strive to convince the market that their product/service is the best value for money. Quality Control Systems In the past, Quality Control in the UK meant ‘inspecting’ the product after production has taken place. In other words it was a faultfinding exercise. Today quality control it is all about ‘building in’ quality at each stage of production.

Such a ‘preventative’ approach reduces the high costs of rejects and re-working. The Japanese perfected this is known as: Total Quality Management (TQM) Basic features of TQM are: * The establishment of culture of quality among all employees * The recognition of quality chains where each stage of production is treated as a separate customer to be valued and looked after * The use of Quality Circles * Empowerment of workforce * The emphasis on after-sales service as well as quality manufacture. TQM is not a management tool but a Philosophy.

Requiring a complete mind shift on behalf of the entire company (Managers and employees) Quality Initiatives In recent years these have been many initiatives introduced to assist firms to achieve Assurance.Quality Quality Assurance Refers to all of the activities that ensure the satisfactory delivery of goods and services to end customer. Quality Assurance refers to all of the activities that ensure the satisfactory delivery of goods and services to the end customer.

Key factors include: * The quality of inputs such as raw materials and components * The quality of the design process so that the products meet customer requirements whilst still being economic to manufacture * To appropriate skill level of the workforce and its commitment to quality assurance * The quality control methods used in the production process * The quality of advice at the purchasing point and after-sales service The Main Initiatives Have Included: TQM A philosophy of quality QUALITY CIRCLES An informal discussion group drawn from all parts and levels of the business that meets regularly to discuss quality problems KAIZEN An approach to advocates continuos improved in small steps rather than a competitive overhaul of the production system. BENCHMARKING Identifying the best practice of the leading firms and using that as a yard stick with which to measure one’s own performance ISO 9000 An international quality certification procedure ZERO DEFECTS A philosophy that encourages all employees to strive for the ultimate goal of a ‘perfect product’ TRAINING Where management has recognised that for quality to be assured a ‘quality culture’ must be implemented at each stage of the process; it is imperative therefore to train all employees to have the requisite skills, both for their direct tasks and for quality monitoring Quality can be achieved in diverse ways but the ultimate goal is to satisfy the customer, which of course is a constantly moving objective.

The thing is that Castle Mall Management does not sell anything. This can be a problem when trying to implement quality control. To overcome this they have to vet the stores they have in the centre and make sure that they use quality control. This would help castle mall management reach their objectives especially the main objective to make a profit. As Castle Mall management do not sell anything they cant run certain procedures.

This means that the design and production side is out of their hands, but is it? If they want to be really sure of what they are getting into they can agree with the firm or business to have an input into what they are selling. For example, they could check the production side of a chocolate shop making sure that their production line is of a high standard and that they are not breaking any laws. Another thing they could check, although not directly liked with quality is where the product is made.

If a product is made in a small 3rd world country with the staff getting paid for example 50p a day they might disagree with this and not allow the shop to trade in their centre. I believe that one of their objectives should be to help the customer in buying a quality product. The use of quality control to add value. * Adding value – For landlord * Increase foot fall * Increase spending * Operate a profitable environment City * Investment in the city * Precence Population * Provides jobs * Provide social outlets * Sponsorships * Castle Mall is the only underground shopping centre in Western Europe.

This makes it a landmark E2/E3/C1 The objectives of Castle Mall Management Objectives: A statement of what an organisation wants to achieve Objectives are a statement of what an organisation wants to achieve through its operation. A firm’s formal objective is given in its memorandum of association, and larger firms may publicly state their general philosophy and values in a list of objectives. For most PLC’s profit is only one goal among others. Objectives provide criteria for decision-making. Most firms harden these general objectives into more dynamic aims, which are intended to drive the organisation forwards in the chosen direction.

Mission statements are focused declarations of intent, designed to energise staff at all levels to work in common cause. In practice the overall objectives of a large firm need translating into terms that have meaning for each operation or function. This may mean that one objective is particularly highlighted. 1) The Main objective is to make a profit.

They have to make a profit in order to ensure that the investors i.e. Friends Provident get return on their investment. This is the main objective of most businesses; they set out to make money. If they do not then they are considered a failure.

2) To provide a Safe and secure environment for their customers. In order to make a profit people have to come in to the centre. If possible customers feel that the centre is secure and they will be safe then they may visit and return for all their needs.

If they consider the centre and car parks not to be safe then they will not visit as they feel that they or their property is not safe. 3) To increase footfall per year. The footfall is the amount of people that visit the centre in a measured time. The more people that come in the more chance of them buying items and the Castle Mall making a profit. Even if a non-customer walks through the centre everyday on the way to work then they may see a shop or an item in a window, which they may come back and buy it when they want it.

4) To increase amounts of visits per person. This is not the same as footfall as footfall is the amount of people who visit the mall, whereas the 4th objective is to increase how many times one person visits in a measured period. Again more visits means potentially more profit. 5) To increase visits from within a large catch-ment area.

Trying to gain custom from shops in a large catch-ment area. This means trying to get potential customers from other places of Norfolk up to a 1-hour drive away. 6) For customers to stay longer when they get there. The longer the customer stays the more money they are likely to spend.

Also with plenty of food restaurants in the mall if people are there a long time then they may get hungry and buy food. This will help increase profit. The overall objective all the objectives lead to is to Make a profit.

E4 The Functional areas of Castle Mall management Ltd The main functional areas of Castle Mall Management Ltd are; * Marketing * Accounts * Administration * Security * Human resources * Food Court * Customer service Each area has its own responsibilities and objectives. Next I will explain each areas responsibility; * Marketing >Public Relations >Advertising -Briefing the creative/media buying agencies -Approving copy and schedules -Ensuring targets and deadlines are met >Web Site >Christmas Decorations >Promotions -Events -Displays -Activities >Research >Sponsorship >Buying – -Maintaining stock levels -Existing literature -Briefing in new requirements -Checking prints quality -Distribution >Health and Safety checks on displays * Accounts The accounts section of Castle Mall Management Ltd looks after the money side of the company.

This can involve checking and counting all the money side of the centre. This can range from making sure people have paid their rent and how much they should have paid to counting the money that is put into the car park pay machines. This is a very important side of the company as without them they would not get any money in and staff would not get paid etc. * Administration Admin look after the paperwork side of the company.

This can involve writing to perspective clients and customers with information about the centre. Also it can involve internal communication helping the company run. Without the admin department the company could not run, this is because they basically sort everything out. If a letter needs to be sent, a contract needs to be singed or a delivery needs to be taken admin are there, if they cannot sort it out then they can contact a someone who can. * Security The security department is a very important in the Castle Mall.

Weather you see them or not they are always there. There are a team of highly trained security staff patrolling the Mall 24/7. This offers a visual presence for the customers, making them feel safe and secure.

What the customers don’t see is the main control room where the operation is run from. Here they control over 50 cameras. Some of these are visual to the customer, some a hidden ‘Matchbox’ cameras which can be hidden basically anywhere. The CCTV system is very important in the mall, if a situation is spotted then the security guards can be contacted by radio and told any information they need to sort it. The security staffs also are called into action when there is a fire alarm.

When this happens the mall is evacuated and the fire service is called, when they arrive it’s the security guards job to show them to the area where the alarm is. When the all clear is given it is the guards’ job to let everybody back into the mall. From shoplifters to lost customers the security guards are helping the mall function properly. * Human Resources The human resources department is in charge of the employment side of the company. This can involve placing adverts in the paper for a new position, looking at the application forms. Deciding on candidates and then interviewing them.

They would then have to decide on a new employee with their experience and knowledge. * Food Court The food court has a different sort of agreement with Castle Mall Management, they are directly accountable to Castle Mall Management Ltd as there targets are set by them. If they are struggling to meet this Deadlines Castle Mall Management will intervene and try and sort the problem. As they have this relationship the profits they make are shared with Castle Mall Management. This is a pre-arranged agreement, which was sorted when the mall opened.

As the food court is a large part of the mall and is closely linked with Castle Mall Management they have their own manager within Castle Mall Management. It is their job to make sure that the food court are meeting their targets and are running with no problems. * Customer Service The customer service desk and team have a large area to cover. They basically look after the customers of the mall.

Here are some of the areas they cover. >Information services for the mall and local area. >Security >Car parking – Disabled parking and access >Disability service – Shopmobility >Information leaflets >Public relations – informing public about evens >Baby changing facilities >Good signage and directions >First aid >Listing leaflets As well the customer services desk is also the first place to produce a complaint. This will depend on the character of the issue as to how it is handled. However , everything that make a complaint will receive a letter of some kind of response from the hub manager. Most complaints happen to be dealt with immediately.

If necessary clients/customers will be asked backs and helped. One example is every time a fire alarm went away and a mother using a toddler having a pushchair were required to carry the push chair down routes of stairways because she had used the wrong turning. She aired her worries to CMM Ltd who have invited her back to show her that there were an access/ exit particularly for disabled/pushchair gain access to. This reduced her problems and the girl with more than likely to come back to the searching centre since her concerns were dealt with efficiently and effectively.

Problems cam be made either through the information desk or by post. Customer floods in form They will in that case be delivered to the supervision suite where the corresponding supervisor will cope with it. Research carried out And acted upon E5/C2/A1/A2 Organisational buildings When you go through the structure of chateau Mall Management it looks, as it is hierarchical (See additional site 1).

This is not 100% true, when I asked Erik Kirk the director of Castle Mall management Limited he explained them as having components of all set ups and ethnicities. Organisational buildings can be described as smooth, hierarchical or perhaps matrix formed. Where decision-making is decentralised, the framework tends to be level. This means that managers and the personnel are given far reaching responsibilities in deciding what things to buy, what prices to charge and which personnel to employ and so forth An organisational structure wherever decision-making is usually decentralised it could be described as flat because it would not have many tiers.

A disadvantage of the type of company is that decision-making can be slow. For example any decision that is made this approach can take a long time. However , the decision-makers have the advantage of becoming close to the others day to day activities. Quite simply there is not along line of conversation between the decision-maker and the function to be completed. The most extreme version of this is the singular trader who does all the work and carries out every one of the decisions from the business.

A few organisations have got in recent years cut down layers in the middle management with all the aim of bettering communication and decision-making. It is usually called de-layering this has experienced the effect of widening the span of control of the managers who have are left. This means that managers can become overwhelmed by the information coming to all of them and the top quality of decision-making suffers. The managers begin to loose control of practices and procedures.

Thin Span of control Extensive Span of control Another way to run the business is always to centralise businesses. This approach will take decision-making electricity away from jr staff. This kind of resulting structure is identified as hierarchical.

Senior staff makes all-important decisions. Below is definitely an efficiency chart exhibiting a centralised structure it includes several layers of control and is pyramid shaped, i actually. e. extensive at the bottom and narrow at the top. Most huge businesses are organised in a hierarchical structure. The senior managers are responsible for carrying decisions influencing the whole, or large regions of the businesses even though shop flooring workers largely carry out decisions made by other folks. Manager Older supervisor Elderly supervisor Jr . Supervisor Jr . Supervisor Jr Supervisor Jr Supervisor Store Floor Workers Shop Flooring Workers The important thing advantage of a hierarchy is that it permits strong management and centralised decision making.

That ensures that the organisation includes a consistent insurance plan, approach or perhaps activity. A problem with hierarchy is that the type of communication between ‘top’ and ‘bottom’ may be quite extended. There are levels of people who to obtain and spread information with each level the Information can be reinterpreted or misinterpreted. Amazing avoiding this problem is to assign decision-making. Therefore people inside the organisation are given the power to make decisions themselves rather tan wait for guidelines from the top rated.

Advantages and Disadvantages of centralisation Advantages * Bulk buying decreases costs * Fewer personnel are required in all of operation. * The opportunity for expertise increases 2. Producers just like ordering and purchasing can be standardised * Organizing and control tends to be far better * Decisions are made to get the good with the company rather than the branch 5. Leadership will probably be stronger plus more consistent Drawbacks * Midsection managers could possibly be less motivated because they have less responsibility * Regional needs are less likely to be attained * There is certainly less overall flexibility * There might be more operations * Sales and marketing communications between diverse sections might be poor 2. The burdens of administration is more focused to the middle More example of Structures Location Allied Breweries Ltd Calsberg/ Allied Breweries Allied Tetley UK Holland Breweries Trading World-wide Merchandise Allied Lyons PLC Spirits Retailing Producing Food + Manufacturing Wholesaling Some organisations have constructions that can not be described as toned or hierarchical. They use cry that lower across classic departmental restrictions.

Sometimes the tears happen to be permanent, in other cases the are helped bring together for a specific goal. Project cry are increasingly being used by simply businesses to build up new products. Such tears have MATRIX CONSTRUCTIONS. In that the have users drawn from a number of departments. One of these of a job team is a one ‘Rover’ used to develop the ‘600′ series.

In the first place of the project, stylists, making, production technical engineers, production series operates and suppliers every worked together. All team members had the authority to do something without steady referral to senior supervision. Stylists Technicians Team Commanders Production line Operates Suppliers How does the organisational composition affect the performance The organisational structure of Castle Shopping mall Management (or as they call it up the ‘Family Tree’) includes a hierarchical shape. This means that there exists one primary centre director. The hub manager Joshua Kirk then simply goes right to a mouthpiece centre manager.

They then lead directly to 4 other managers of independent divisions. The marketing, meals court, protection and operations manager all then head a team in that office except the marketing administrator who has simply no team and works tightly to the deputy and primary manager. The structure shows that the center manager provides direct suggestions to the several division managers.

I believe that having a structure of this kind will be effective. This is because later a link with everybody else. When there is a problem then there is always an individual there to sort this. Also as the main manager has close links with most of the staff beneath him so if this individual makes a obtain they may certainly not mind carrying it out.

I think which the structure assists Castle Mall Management meet up with and go over its objectives because they will work well together. This is because many people are linked with everybody and there is constantly someone to give you a hand if need be. The truth is how important they will find these types of as they contact there framework the “Family Tree”.

This assists with all aims, especially the goal, to make it a safe and secure place for absolutely free themes to shop. If the employees believe that they are doing a important job and feel wanted as an element of a crew then they may well put more effort. Therefore they may associated with extra bit of effort to wash a spillage etc . The management culture The managing culture of your business can be how the people very high within the hierarchy work to the reduce employees and the associates. This will depend on how managers act, in the event that they notify people what direction to go or if they leave it in the hands to those to make their particular decisions. A great model to demonstrate this is the management continuum.

Autocratic style Participative style Free-Rain Style Consultative Consensus Democratic Autocratic style An autocratic leader preserves most of the expert by giving orders and telling what direction to go without talking to them. To the autocrat, the basis for leadership is formal authority. Autocratic leaders may well have some favourite subordinates but they generally regard close interpersonal interactions with group members because superfluous. The autocratic design of leader is usually in disfavour in modern organisations.

Participative style A participate head is one that shares decision-making authority towards the group. Participative leadership occupies enough space around the continuum to warrant separating it in three subtypes: Consultative, Consensual and democratic. A Consultative leader solicits opinions through the group before you make a decision, but does not think obliged to simply accept the groups thinking. A standard way to rehearse consultative command would be contact a group an organization meeting to talk about an issue before making a decision. A Consensual innovator encourages group discussion regarding an issue after which makes a decision that shows the general contract of group members.

Consensual leaders hence turn over even more authority to the group than consultative commanders do. The consensus leadership style ends in long delays in decision making because every single party included provides suggestions. Free-rain design or laissez-faire style A Laissez – Faire or Free Rainwater leader becomes over virtually all authority towards the group people and does very little leading as is feasible.

Given a situation in which the function to be done by each worker is clearly defined, weather it really is sorting coupons or reducing gears with laser beam, this sort of leaders maintain a ‘hands-off’ policy. Earning few endeavors to increase output or to instructor their staff. At times the free-rain innovator is a abdicator who cares little or no for production goals or perhaps developing subordinates.

Erik Kirk of Castle Mall management is undoubtedly not like this as he has very high objectives and requirements. As with any kind of leadership design, there are some circumstances in which an autocratic style is appropriate. One example is a high-accident work area in which the employees are generally not particularly familiar with the potential risks. A large number of autocratic leaders have been successful as high-level leaders in the private and public sectors.

One good sort of this is extracted from “Management and organisation” simply by DuBrin, Ireland in europe and Williams. Jack Traimiel, the debatable executive who have occupied important positions in both Commodore and Atari. A co-worker of Tramiels said, “Commodore was the house that jack built, so when he remaining the company, so did the spirit, the aggressiveness plus the drive. Making decisions also passed the wayside” Castle Mall Management will be democratic and laissez-faire at times but are autocratic at times of: * Fresh Employees Fresh employees may not know about specific parts of the company so if perhaps they make decisions however small they might make curtail mistakes, which could have a price or clients.

Also if they are not trained they may never learn a selected technique and carry on making use of the wrong approach forever. 5. Health and basic safety Health and protection is very important mainly because it involves the welfare of workers and customers. If they want to fulfill their aim of showing a safe and secure place for people to look they will have to be very strict on this subject.

This means that correct decisions should be made which are in lines using guidelines set by the government authorities of the world. 2. Security Is very important, again if they want to fulfill their goals they will must be very stringent and correct on security matters. This could involve producing decisions based on laws and keeping information form different employees lower down the hierarchy. Erik Kirk and his associates like to include a crew of staff who will be loyal and work hard.

This individual also likes to make them feel component to something, a team. He has an ‘open door’ frame of mind when it comes to this. He likes to feel that when there is a problem it is usually sorted.

Regardless of small the web he feels that they can help rendering answers and privacy. In writing the structure appears hierarchical but it has elements of a flat structure. Overall the lifestyle is: 2. Philanthropist in attitude 5. Good work ethics * Relaxed 5. Productive 2. Efficient * Good and open connection channels * Clear goals * Safe and secure working environment E6 The use of ICT in marketing and sales communications Castle Mall management will be severally reduced without ICT. The main usage of ICT is usually communication.

There are many areas of conversation featuring ICT, these are: * E-mail Internal External 2. Web site 2. Alarm System (2 way communication) * Information * Cell phone (external + between departments) * SECURITY CAMERA + Tiny cameras Email-based Castle Nearby mall Management uses E-mail to communicate between department, level and centre. E-mail is an extremely good way of communication as it is virtually immediate. Also you can give designs, design and courses as connection files. This is very helpful since it saves in paper costs and also can not be lost as with paper.

Fort Mall Management uses Email-based to exchange their views no-matter exactly where they are inside the building or perhaps country. By way of example a admin worker can e-mail his supervisor to alert all of them of a trouble or just to book holiday. Another case in point is Erik Kirk the main centre manager E-mailing one other manager of another hub alerting them of a protection problem. Internet site Castle Mall Management help run the castle-mall. company. uk site.

Some Fort Mall Managing staff continues to be trained to upgrade and redesign the web site. The web page can be used to produce customers aware of events and new promotions. It can also give customers information regarding what shops are inside the mall and what services are available. Security alarm systems The alarm system in the mall includes a communication program built in therefore if there is an unexpected emergency most people in the mall may contact the other person through the burglar alarm to find out what’s happening. Additionally, it may pinpoint where a person is so if they are in danger then they can quickly be located and helped.

Reports Information are authored by all parts of management to ensure that other people in other positions know what is happening, how come and when. They can be written about special attractions to inform persons what is happening and how successful something was. As well reports will be written once per week, month and a major a single written annually. These studies are go through by managers and then delivered to Friends Prepared or FisPam.

To let them know how they can be getting on. If you have a problem with all the reports in that case friends prepared will try and suggest ways to rectify it.