• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

Many Economists and managerial Scientists in our days question that the sole aim of a firm is the maximisation of profits.

Extracts from this document...

Introduction

"The increased rate of merger activity both nationally and internationally suggests that many enterprises will adopt a multi-divisional internal structure. The implication of this divisionalisation must be that modern business firms are more likely to adopt goal pursuits and least cost behaviour associated with the neo-classical profit maximisation hypothesis." Many would make the basic assumption that firms are in business for a simple reason: To make money. Traditional economic theory suggests that firms make their decisions on supply and output on the basis of profit maximisation. However many Economists and managerial Scientists in our days question that the sole aim of a firm is the maximisation of profits. These economists suggest that there are a number of other objectives that are important to a business. Personal motives may be important, especially where the manager is also the owner of the firm. In this case emphasis may be placed on good employee relations and the welfare of the workers. Divorce of ownership from control in modern day businesses has challenged the traditional theory of economists that profit maximisation is the main objective. Many businesses, especially those involved in merger activity are beginning to move away from the traditional U (unitary) ...read more.

Middle

There are many alternative to the neo-classical profit maximisation theory that challenges their ideas. Sales Revenue Maximisation is one of these alternatives. This objective was initially developed by the work of Baumol (1959). Baumol's research focused on the behaviour of manager-controlled businesses - where the day-to-day decisions taken by managers are divorced from the shareholders (the owners of the business). Baumol argued that annual salaries and other perks might be more closely correlated with total sales revenue rather than profits. It could be argued that if your sales are maximised then your revenue is likely to rise at a faster rate than your costs (as you can exploit economies of scale more) and the end result of this is likely to be an increase in profits. Another alternative view was put forward by Williamson (1963), who built a model based on the concept of managerial satisfaction (utility). This model is similar to Baumol's sales revenue maximisation in the sense that managers try to maximise their own utility subject to some profit constraint. Managerial utility includes high salaries, perks, status, and power and job security. These factors provide the basis for managers to spend money on staff. ...read more.

Conclusion

As we have seen most of the short-term objectives such as sales revenue maximisation, are very important short-term objectives but tend to inevitably lead to higher profits in the long term. With multi divisional organisations it is easier for the executives to aim for profit maximisation as they entrust the day to day running to the separate departments who are responsible for the main decisions whilst being advised by the top level management. To conclude I would accept that although business have shorter term objectives and are working within constraints which may threaten maximisation theories, it is clear that very few business would continue to operate with no profits. Firms can enjoy the incentive of higher profits if they can attract sufficient consumers to buy their products, and so I would accept that as short-term objectives those such as sales maximisation cannot be ignored. However the traditional neo-classical approach of profit maximisation seems to be the underpinning of almost every organisation regardless of size or status. Having said that I feel that it would be unwise of businesses to completely disregard the behavioural model as its foundations are built on achieving realistic results in a firm, as so it should be seen as a useful complement to the maximisation theories rather than as a substitute for them. ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our AS and A Level Structures, Objectives & External Influences section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related AS and A Level Structures, Objectives & External Influences essays

  1. Marked by a teacher

    ASDA's Ownership

    4 star(s)

    The customers as stakeholders did worry about this takeover as they thought they might have to shop with another rival company that issued high prices or thought that a new American company will be changing ASDA's image, products, prices etc with a new American look and change the prices on products.

  2. The Business Environment Coursework. Describe the type of business, purpose and ownership of ...

    In China families look after the older generation. Due to growing population laws have been changed to limit families from having more than one child. This may mean when families grow older there may be pressures on them as there are fewer children to look after the older members of the family.

  1. Differentiate between strategic planning and operational planning.

    This action can lead to the individual manager and supervisor to fully contribute their strengths to the company and without having to display their weaknesses at work. As resources are both useful and scarce it is important to create a competitive advantage by gathering one's resources and maximising them.

  2. Btec National Business Level 3 Year 1 - Exploring Business Activity

    Influencing factors Size: Microsoft is the largest organisation, its structure tends to become more formal, in order to coordinate larger numbers of workers, departments and diversity of goods and services. Business environment: The company environment is a main fact of organisational structure.

  1. Introduction to J Sainsbury plc

    (Source: www.j-sainsbury.co.uk Date: 21st May 2003) This is the case because Sainsbury's profits will have increased over the next year. This helps Sainsbury's in achieving the goal of being the number one choice for food online. However, Sainsbury's are obviously not the consumers' first choice for food, according to Chief Executive Sir Peter Davis, as mentioned

  2. Business report on J Sainsbury's.

    Colleagues in store have a 'how well am I doing?' meeting with their manger to assess their progress and training needs. J Sainsbury's have been recognised by Investors In People because they have been successfully adopting and maintaining its four fundamental principles: 1.

  1. Classify the business according to its ownership, and explain the benefits and constraints of ...

    If the company's performance does not to live up to shareholders' expectations, directors can be 'voted out' at an Annual General Meeting (AGM). Whereas sole traders and partnerships pay income tax on profits, companies pay corporation tax. Forming a Limited Company In Britain, certain legal requirements must be met before

  2. Investigating Business. Tesco PLC. I will be describing the aims and objectives of ...

    Tesco?s main purpose is to serve its loyal customers. Tesco's organisational structure has the customer at the top as they are their top priority. Tesco has fully skilled people at each level of their organisational structure. There are six work levels within Tesco?s organisation structure.

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work