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Summary Stone Stylists Ltd Notes BTEC Business Level 3 Unit 6 Principles of Management 2025 Exam
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Summary Stone Stylists Ltd Notes BTEC Business Level 3 Unit 6 Principles of Management 2025 Exam
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Table of Contents1. Management and Leadership Theories
○ Management by Objectives (MBO)
○ Situational and Contingency Leadership
○ Functional and Action Centered Leadership
○ Transformational Leadership
○ Leadership Continuum Model
2. Functions of Management and Leadership
○ Planning
○ Organizing
○ Coordinating
○ Controlling
○ Monitoring
○ Delegating
3. Business Culture and Management Practices
○ Balancing Culture with Accountability
○ Reforming Leave and Scheduling Policies
4. Management and Leadership Styles
○ From Autocratic to Democratic Leadership
○ Paternalistic to Transformational Leadership
○ Laissez- faire Leadership
5. Human Resource Management
○ Strategic Overhaul of HR Practices
○ Addressing Labor Turnover and Retention
○ Enhancing Productivity through Scheduling
○ Managing Skill Shortages and Training
○ Coping with Workplace Stress
○ Tackling Absenteeism
○ Motivation Strategies
○ Engagement with Business Culture
○ Improving Employee Satisfaction
6. Motivation in the Workplace
○ Maslow's Hierarchy of Needs
○ Herzberg's Two- Factor Theory
○ Frederick Taylor's Scientific Management
○ Elton Mayo's Human Relations Theory
7. Techniques to Meet Skills Requirements
○ Recruitment Strategies
○ Upskilling and Reskilling
○ Outsourcing
○ Changing Job Roles
○ Restructuring
8. Training and Development
○ Training Needs Analysis
○ Internal, External, On- the- job, Off- the- job Training
○ Mentoring and Coaching
○ Evaluating Training Effectiveness
9. Performance Appraisal
, ○Setting and Assessing Targets
○Providing Constructive Feedback
○Identifying Training Needs through Appraisal
○Types of Appraisal: Self- Assessment, MBO, Rating Scales, 360°
Feedback
○ Impact on Individuals and Business
10. Managing Change
● The Need for Change Management
● Internal and External Factors Influencing Change
● Stakeholders in Change Management
● Models for Managing Change
● Implementing, Monitoring, and Embedding Change
●
Introduction
Stone Stylists Ltd. is a chain of well-run hair salons and barbershops in Sheffield, which has
been going through serious operational and management problems since James Stone took
over as Operations Manager. Under the long leadership of Lisa Stone, the company had
always aspired to be the leading hair salon and barbershop in Sheffield, to achieve a 10%
net profit margin, and maintain a client retention rate of 90%. Yet, data of late shows an
increasing downward trend almost across the board in all metrics: employee satisfaction,
client satisfaction, and the bottom line profitability. To bring this business back into the right
lane, it will be time well invested digging out theories of management and leadership, to
contextualize and develop strategies which will resonate both with the business's culture and
its operational needs. This paper will explain the theoretical frameworks, suggest practical
solutions, and provide an action plan in detail to surmount the various problems that Stone
Stylists Ltd. faces.
Management and Leadership Theories:
Management by Objectives (MBO) can be a foundation stone for the revival of Stone Stylists
Ltd. MBO means setting specific, measurable, achievable, relevant, and time-bound
objectives for each department or individual within the salons. For example, James might set
specific goals of increasing the average spend per client by 5% through upselling, or
reducing waiting times for clients by 10 minutes, which will directly tie back to the bigger
goals of client retention and profitability. This approach will not only give the team direction
but also a clear metric for the evaluation of performance.
Now, moving on to the situational and contingency leadership, it is quite apparent to James
that his team is highly diversified regarding experience, motivation, and readiness for
change. His first approach was probably directive; given his background in retail
management, it requires an adjustment. He will need to consider the specific maturity and
competence level of his staff in tailoring his style accordingly. For the more senior stylists,
who felt left out, a more participative style would be better as it gives them a sense of
ownership of their work environment and decisions.
It would also be important to have Functional and Action-Centered Leadership in organizing
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