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Business At Work.

Extracts from this document...

Introduction

BY WILLIAM GOH 12A3 MBDA INTRODUCTION This unit Business At Work is about exploring the world of business and investigating what makes a business work successfully. Information shall be obtained through numerous sources both internal e.g. Annual report, interviews, etc, and external e.g. Website, textbooks etc. The business selected must be either a medium sized-organisation defined as having up to �5million in turnover and employing between 500-2500 employees or a large company having in excess of �5million in turnover and more than 2500 employees. The company MBDA is a multinational organisation, which signifies that it operates in more than one country. It is the largest missile systems company in Europe and second only to rival American firm RAYTHEON in the world. MBDA employs more than 10,000 people and is a leading global player in its field of activity, with an annual turnover of more than 2billion euros (approximately $US 2billion), an order book of more than 13billion euros and over 70 customers worldwide. OWNERSHIP MBDA primarily operates in the United Kingdom, France and Italy although sites are located throughout the globe. MBDA was a result of the merging of the following companies: - Matra BAe Dynamics (50% BAe SYSTEMS and 50% EADS) - EADS - Aerospatiale Matra Missiles (100% EADS) - Alenia Marconi Systems (50% BAe SYSTEMS and 50% Finmeccanica) MBDA's parent company BAe SYSTEMS is on the Footsie 100-index of London's leading shares, which is a list of the top 100 companies in terms of value. So, if an individual buys shares in BAe SYSTEMS they are purchasing a part in MBDA Missile Company. MBDA being a public limited company means that anyone of the general public is eligible to purchase shares in the company. It is an incorporated business, which enables it to possess the following benefits: Limited Liability The liability of the shareholders is limited to the amount of their investment in the company. ...read more.

Middle

The manager then concentrates on co-ordinating the team's activities and representing the team in its communication with other teams and senior management. MBDA has a mostly democratic management style, whereby employees are encouraged to participate in decision making as their views are heard and taken on board by their departmental managers, they will in turn relay this feedback to the head of the department. This encourages the employees and makes them feel as though they are real stakeholders in the business. Another positive factor of this management style is the contribution made by the workers at different levels. As MBDA development of missile and missile systems relies on innovative input from employees to ensure continuous improvement in the company's products this makes it extremely important to make the entire workforce fully aware of the organisation's aims and objectives. There are various other types of business culture such as: (1) Customer Driven Culture This involves the organisation being dedicated at all levels to satisfying customers. Attention is focused on improving all aspects of the production process down to the smallest detail for the customers' benefit. (2) Task Culture This involves project-orientation, where all attention is focused on the completion of the task, with all individuals expected to be flexible according to the needs of the organisation. (3) Power Culture This type of culture will mean that the organisation will be centralised, with the power and control exerted by a strong senior management team directing operations. (4) Risk Averse Culture This involves employees and management are naturally suspicious of change and undertake careful planning before making decisions. (5) Competitive Culture This is when there is tremendous rivalry between employees, competing for attention, recognition or advancement. This business culture can lead to friction between employees. (6) Positive Culture This as the name suggests indicates that the working environment is a relaxed and constructive, with manager and workers alike cooperating and being supportive of each other's contributions and efforts, and consider many issues as opportunities rather than threats. ...read more.

Conclusion

Two alternative approaches to quality control or quality assurance are: (1) Training & Development Quality is all about continuous improvement in an organisation, it necessarily involves ongoing training and development for all staff. Employees of modern organisations need to be trained in approaches to quality such as total quality management and benchmarking. If individuals are going to be best able to contribute to helping the organisation continually to improve, they need to be fully in tune with the organisation's objectives. At the same time, the organisation needs to understand the development objectives of the people who work for it. (2) Best Practice Benchmarking (BPB) This is a method many organisations use to help them to discover the "Best" methods of carrying out processes available and then using them in their own organisations. An organisation can benchmark internally to find out best practice within the organisation, or externally by looking at other organisations. Many organisations will set themselves the objective of becoming "The Benchmark For The Industry". BPB involves: . What customers consider excellent practice to be . Setting standards for business processes based on best practice . Finding out how the best companies create best practice . Creating standards within an organisation that meet or exceed the best currently available This particular alternative approach to the quality control or quality assurance systems would allow MBDA to compare its functional departments functions with the view to judging which performs more efficiently and effectively and the reasons why there is this difference in performance. Although it may be viewed as an unrealistic approach as this would mean having to know what other companies which produce substantially better corporate results than MBDA modes of operation concerning product development and functional departments performances. This is not possible as technological practices and modes of operation would not be made available to competitors and would definitely hand over the advantage to the company that has come into possession of such privy intricate company information. 1 ...read more.

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