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Investigate the value of stake and interest in the company and how the stakeholders affect the business - Tesco PLC and Guilford Spectrum.

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Introduction

Unit 2 People and Business Introduction In this coursework I have been given external tasks on two businesses I have to choose, to investigate the value of stake and interest in the company and how the stakeholders affects its business. The two businesses that were given were Tesco PLC and Guilford Spectrum. The business that I chose is Tesco because it is a large retailer and it would be easy to obtain information. Task 2A The role and importance of stakeholders This task shows the fundamental aspects of stakeholders and how it affects retailers such as Tesco, which implicates the value of the interest of Tesco which bring the business to success. A stakeholder is a person or organisation with a legitimate interest in a given situation, action or enterprise. Internal stakeholders are people who work for or own the business who have certain interests in the business i.e. employees, managers, owners. The internal stakeholders are: * Employees * Managers * Owners * Financiers External stakeholders are on individuals or groups who have some interest in the business i.e. customers, suppliers. The external stakeholders are: -Groups -Customers -Pressure Groups -The Local Community -Government -Suppliers -Bankers The external stakeholders of Tesco's are: * Suppliers * Customers * Investors * Non-governmental organizations The internal stakeholders of Tesco's are: * Staffs (Employees) ...read more.

Middle

An organizational chart is a diagram that shows the structure of an organization and the relationships and relative ranks of its parts and positions/jobs. In this organizational chart, it indicates the organizational chart for Tesco's and how each manager of each functional area communicates and link with each other, therefore exemplifying their role in Tesco's. I am going to choose three job titles and discover the similarities and differences between them and their roles. The three job titles that I will choose are: -Store Manager -Assistant Manager -Human Resources Manager The reasons I chose these three job titles because, although they have a managerial job title, I want to understand the roles of being a manager and the potential abilities that need to be used to manage the business by making managerial decisions. The organizational chart indicates all the functional areas, i.e. Human Resources, Finance and the communication between them because they are coordinated at the same level of managing. It shows different job titles, in order to show the role of each manager and the name of their occupation. Also, it indicates different levels of job, in order to show the hierarchy of different positions within Tesco's. ...read more.

Conclusion

This opportunity has arisen for a Temp to Perm HR Manager who will help operate as a business partner to the MD and management team, deploying HR interventions to meet business needs. The organisation is structured according to functional areas instead of product lines. The functional structure groups specialize in similar skills in separate units. This structure is best used when creating specific, uniform products. A functional structure is well suited to organisations which have a single or dominant core product because each subunit becomes extremely adept at performing its particular portion of the process. They are economically efficient, but lack flexibility. Communication between functional areas can be difficult. Advantages of Organizational Strictures * Specialization - each department focuses on its own work * Accountability - someone is responsible for the section * Clarity - know your and others' roles * Clearly defined reporting lines make it easy for employees to know to whom to report. * It helps to reduce costs because the controlling of various cost control centers are controlled at micro level. Disadvantages of Organizational Structures * Closed communication could lead to lack of focus * Departments can become resistant to change * Coordination may take too long * Difficult for organization to adapt to product/service diversification * Encourages sectional interests and conflicts ?? ?? ?? ?? Anthony Israel 11 Owen ...read more.

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