Katherine faces various problems centring mainly on Simon's actions and attitudes at work. His poor performance and inability to cohere with the group, in which he works, raises various issues for Katherine's attention.
             Firstly, the case states that Simon 'did not seem to keep up with the frequent changes in building regulations'. As a result of this, Simon's decision making has been of a poor standard. Although the obvious blame for Simon's short fallings would appear to lie with Simon himself, the idea that Simon is being poorly managed must not be overlooked.
             It can be presumed from the case study (as there is no mention of it) that Simon receives little or no assistance in keeping abreast with fundamental changes in the regulations of his field. The only guidelines laid down by the council are said to be 'vague', stating that decisions should be 'made in the spirit' of regulations. It could therefore be suggested that that a less ambiguous version of these guidelines should be issued, and re-issued when necessary in accordance to changes in industry regulations.
             Ongoing training in the form on continuing professional development would also help Simon to keep more in touch with industry regulations. By assisting Simon in this way, it is possible that his motivation could benefit immediately. This theory is outlined in George Elton Mayo's 'Hawthorne effect experiment' [The Hawthorne effect, http://www.mwls.co.uk/gurus.htm/mayo]. These experiments were conducted on the basis that there are great rewards to be reaped by merely showing an employee that you are interested in them. In Simon's case (according to this theory), the fact that Katherine was showing that she wanted Simon to be successful in what he does and to develop in his profession, would increase Simon's own interest in his work. Mayo's theory suggests that up to 50% of successful
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