Saxon Fields Theme park Ltd Activity 2 Unit 6 Btec Business Level 3 extended diploma. This assignment will give you all the information you need for your exam or resit.Certainly! The assignment revolves around Saxon Fields Theme Park Ltd, where the researcher, working for a management consultancy, ...
btec business unit 6 saxon fields theme park ltd a
activity 2 saxon fields themes park ltd
unit 6 principles of management
unit 6 btec business level 3 extended diploma exam
Schule, Studium & Fach
BTEC
PEARSON (PEARSON)
Business 2016 NQF
Unit 6 - Principles of Management
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AngelaSteven
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Inhaltsvorschau
“Saxon Fields Theme Park Ltd Activity 2 2024” Distinction Standard
Explained Deeply.
Slide 1:
Saxon Fields Theme Park Ltd
To: Nina the Managing director
By______________(your name)
Speaker Notes : In this presentation, we will explore strategic ways for Nina, the
Managing Director of Saxon Fields Theme Park Ltd, to enhance workforce planning
and cultivate a positive quality circle culture within the organisation. As I will be
examining workforce planning, my focus will be on aligning employee needs with
organisational objectives, ensuring a harmonious and productive working
environment. Simultaneously, I will demonstrate the concept of quality circles,
emphasising their role in fostering a culture of continuous improvement and
employee engagement to resolve issues in Saxon Fields Theme Park Ltd with
recommendations and justifications.
Slide 2
Business Overview
- Ownership and Management:
- Owned and managed by the Smith family for over 50 years
- Founder, Chris Smith, retired three years ago
- Currently run by Chris's children: Steven, Sam, and Nina
- Business Goals:
- Aspire to be one of the top 10 tourist attractions in the UK
- Prioritise increasing customer satisfaction
- Strive to boost overall profitability
Speaker notes : Saxon Fields Theme Park Ltd, a family-owned enterprise with a rich
history spanning over 50 years, stands as a prominent tourist attraction in
Worcestershire. Founded and managed by the Smith family, the park's primary
, objectives include securing a position among the top 10 tourist attractions in the UK,
increasing customer satisfaction, and achieving sustained profitability.
Saxon Fields Theme Park operates within a seasonal time frame, entertaining
visitors from March to October each year. The workforce is characterised by its
diversity, with a predominant number engaged on temporary contracts, a necessity
owing to the outdoor nature of the park's attractions. The majority of employees,
often young individuals and students seeking summer employment, have historically
enjoyed the perk of on-site, cost-effective accommodation and subsidised meals.
This practice not only created a dynamic work environment but also facilitated
ample opportunities for social interaction among the youthful staff.
Recently, there was a change in leadership at Saxon Fields Theme Park Ltd, with
Chris Smith retiring and his daughter Nina taking on the role of Managing Director.
Despite her lack of direct experience in the theme park industry, Nina implemented
various changes in line with her vision for the park's future. Some notable alterations
included outsourcing training to a local company, restructuring the business to
decrease the number of full-time permanent contracts, and introducing zero-hour
contracts for temporary employees. Additionally, she sold the accommodation
provided for employees on-site to a local property developer and ceased subsidising
meals in the staff canteen.
Despite these changes, Chris emphasised the importance of a collaborative family
effort to ensure the continued success of the business. This family-centric approach
has been a positive quality circle of Saxon Fields Theme Park, fostering a sense of
unity and shared responsibility among the leadership.
Slide 3
Issues
● High Labour Turnover
● Declining Employee Satisfaction
● Financial Challenges
Speaker Notes: The continuous problem of “high employee turnover” at Saxon Fields
Theme Park Ltd shows that a lot of employees are leaving the park within certain
timeframes. This issue has been steadily growing, with the departure rate increasing
from 40% in 2018-19 to 67% in 2022-23. This high turnover means that there's a
significant number of people leaving their jobs at the park regularly. The effects of
this issue will negatively impact many different aspects of how the park operates.
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