Prime Ministerial Power. Conventionally, the British government is referred to as a Cabinet Government, but many feel that the system is changing. Cabinet has become suspended and centralisation of power is occurring.
Questioning the Prime Ministers governing style is common in today's society. Conventionally, the British government is referred to as a Cabinet Government, but many feel that the system is changing. Cabinet has become suspended and centralisation of power is occurring. In the 1960s, Conservative MP Humphrey Berkley claimed that Britain had an almost "unchecked presidential rule", and at the dawn of a new century, comparisons between Blair and Bush stretch beyond foreign policy to governing system. The traditional view of a government is that the seat of power in terms of policy initiation and decision making lies in the Cabinet. They coordinate and control government policy as a whole. This view underlies the principle of collective responsibility. James Callaghan (1976-1979) and John Major (1990-1997) both displayed the traditional role of a Prime Minister. Both adopted a consensus-seeking, less strident, less decisive and more pragmatic approach to decision making. In 1992, John Major was labeled "Honest John" by the press because he was not domineering as compared to his predecessor, Margaret Thatcher. Major did formalize practices that depict characteristics of a Cabinet Government. For example, according to Burch in 1994, Major introduced a "political" session after most Cabinet meetings. They have become a regular event. In addition, the Chief Whip, Leaders of
Notes on Business Objectives, Size and Organisations
Ife Taiwo Business Coursework 0C1 Business Coursework Report Task1 The main business objectives: . Growth in profits – setting a target growth in profits; 2. Growth in sales turnover – produce more and sell more; 3. Increase in market share – to sell a wider variety of products into more markets could be an indicator of a successful company; 4. Expansion of the product range – the proportion f the sales sold by the company in the total market increase. 5. Selling into more areas of the country or the world - try to sell to more areas of the world. Large businesses might try to satisfy the expectations of different stakeholders by: . Shareholders are likely to want the greatest gain from their shares in the company; 2. Workers, managers and directors are interested in how much they earn their conditions of work, etc; 3. Consumers want better quality products at lower prices; 4. Environmental groups will want businesses to stop any activity which is likely to harm the environment. Task 2 The Different ways to measure the size of a business; . Value of the businesses – How much a business is worth can be measured by its sale price to another business. The sale business depends on how much the owners are prepared to sell it for and how much the buyers are prepared to pay. 2. Sales turnover – The value of what the business sells can be used to
Organisational structures
Organisational structures An organisation can be defined as a group of people who work over a period of time together to achieve a common goal or objective. An organisational structure can be classified into a number of different types, examples are listed below: * Tall, flat, hierarchal * Line structures * Line and staff structures * Centralised and decentralised structures * Matrix structures Mars Confectionery in Slough comprises two factories and an office, all of which are situated in Slough Trading Estate. Their factories operate around the clock, 24 hours a day. The two main types of chart are a flat organisational chart and a tall organisational chart. A flat organisational chart is used when a company have very little hierarchy; there are few levels of authority and more departments. A tall organisational chart shows the hierarchical structure of the organisation, the different levels of authority. 2.4a Flat Organisational Charts- A flat organisational chart is when an organisation has very little hierarchy, there are few levels of authority. Mars have a tall organisational structure and also a tall hierarchal structure. The managing Director is at the top and below are seven departments. Each department is made up of a team. Flat Tall The advantages of an organisational chart is that is shows the position of your company at a particular time-
A description of the management style and culture of the business.
Task 5 E4, C2, A1: A description of the management style and culture of the business. Businesses are structured in different ways according to the way they operate and according to their culture. The structure of a business can affect the way it works and performs. There are many differences between the following types of structures: * tall * flat * matrix * hierarchical. * Centralized * Decentralised. The market a business operates in can influence the organisational structure of the business. This involves considering the process of delayaring and the move towards flatter organisational structures in businesses that operate in fast-changing dynamic markets. * The key features of an organisation: * Organisations typically consist of the following features: * A unique name: For example, The Labour Party, the Methodist Church, Sleazy Joe's Topless Revue Bar, McDonalds, etc. * Objectives: A set of objectives setting out the direction of the organisation (e.g. in the case of Sleazy Joe's, 'to provide top-quality topless entertainment that will keep our punters returning on a regular basis and that will make us the best known name in the business'). * Rules and regulations: Some of these will be written down, such as a written instruction that all McDonalds's customers must wear caps. Other, informal codes are not written down but are recognised and responded
People and Organisations.
People and Organisations Human resource management (HRM) is the 'grown-up' version of personnel. Personnel management a range of separate, discrete activities related to the workforce. HRM making the most of the workforce as part of a co-ordinated effort to achieve corporate goals NB Planning the Workforce HR is a resource supplying function; it looks at the demand and supply of labour. Demand Given corporate goals and their impact on other functions of the firm; * How many workers will the business need? * What skills will they require? * Where do they need to be? Supply Factors will be internal or external: * How many workers does the business currently employ? * How many are likely to leave over the coming year? * What skills do the current workforce possess? * What impact will changing technology/changes to working conditions have on the workforce's productivity? * What is the state of the local labour market? * What of the labour market more globally? HR must then produce workforce plans to show how the firm will deal with any surplus or shortfall in labour. Also to develop the workforce. These plans involve; a) Recruitment (including Selection) b) Training c) Appraisal d) Redeployment e) Promotion f) Dismissal g) Redundancy h) Retirement Recruitment Start with a job description that sets out the facts about/requirements of a post - title
Discuss The Strengths and Weaknesses of Decentralised Decision Making. Under what Circumstances Might it be an Advantage for an Organisation to Have Decentralised Decision-Making?
Discuss The Strengths and Weaknesses of Decentralised Decision Making. Under what Circumstances Might it be an Advantage for an Organisation to Have Decentralised Decision-Making? Are organisations becoming more centralised or more decentralised? Various industries have been wrestling with this issue for decades. Centralised organisations rely on a governance structure where information management reports up through a single chain of command. Decentralised organisations, on the other hand, distribute the management of information through a multitude of functional and regional command chains. According to a recent Cutter Consortium survey, most large organisations utilise either a centralised or a combination of centralised and decentralised governance structures. Typical characteristics of a centralised structure of decision making, or governance within an organisation would be an autocratic structure, because everyone ids answerable to the `boss`. This brings advantages to the organisation in terms of focus and clarity of purpose; everyone is likely to know the company's goals and what is expected from them. Consistency is often a beneficial by-product, possibly because of lack of variety or maybe the attention to detail that becomes viable. The speed at which decisions can be made and passed down to the relevant persons is an obvious advantage. A high degree of
Explaining what an organisational structure is, going through organisation chart and giving examples of different kinds of organisational structures.
Task three - organisational structure In this task I will be explaining what an organisational structure is, going through organisation chart and giving examples of different kinds of organisational structures. I will also be going through a chain of command and give an example of one. Organisational structure An organisational structure is when employees are grouped into functional areas, which relate to their job, so that people doing similar jobs work in the same area. These areas are then linked in an overall structure. In a large organisation you are likely to find more functional areas than in a small or medium- sized one. The way in which an organisation is structured is shown on its organisation chart. Organisation chart An organisation chart is a diagram, which shows the structure of the organisation. It shows the job titles of employees and their relationship with each other .At the top of the chart are the more senior staff. They have more responsibility than those lower down. * Horizontal links on a chart show staff who work at the same level of each other and who relate to each other. * Vertical links on a chart show the staff for which a particular manager or supervisor is responsible. Jaguars organisation chart + Above the organisation chart shows where certain people should be for a certain job .It also shows who is responsible for which jobs or
The idealised Socities of Gandhi and Communism.
Name: Sebastian Galarza Course: 'Colonialism and After' Essay no.: 1 No. of words: 1346 (excluding footnotes) THE IDEALISED SOCITIES OF GANDHI AND COMMUNISM The concept of swaraj has been the main Regulative Idea in the development of modern Indian thought and activity since it was first used in political literature in 19061. The idea of swaraj has been defined as '...the supremacy and dominion of the self over the not-self.'2 It is a spiritual state of mind that Gandhi (as well as many other Indian leaders) have used to describe their idea of an 'ideal village' or society. In Gandhi's 'My idea of Swaraj', the means of achieving this 'utopian'3 state have been clearly outlined as a rejection to many of the central characteristics of capitalist society. The incorporation of priced labour, the concept of production and over-production, and the establishment of a centralised system of organisation are all characteristics of a society based on capitalism and incompatible with the idea of swaraj. The writings of Marx and Engels in the Communist Manifesto provide an interesting parallel between Gandhi's idea of swaraj and the utopian state that communism aims at a achieving. The better understanding of the similarities of both systems of social organisation will help in comprehending the means of achieving these 'utopian' societies. Firstly, the concept of 'theft'
Pharma UK and Volkswagen North America. This paper aims to compare and contrast these problems using the appropriate theories, examples and information given in the case studies.
University of Strathclyde MSc in International Marketing 2002/03 Managing the Multinational Subsidiary March 24, 2002 Title? Hsin-Chun Wu Sing Kit Wang Daihong Wang Andrea Spaustat Shreeyukta Thapaliya Jens Stromnes Table of Contents Pharma S.A. 3 Volkswagen in North America 4 Reporting System 5 Culture Typology 6 Centralised vs. Decentralisation 8 Conclusions 10 Bibliography 12 Introduction[w1] Both Pharma and Volkswagen exhibit signs of tension and/or relationship mismanagement between their headquarters and its subsidiaries; namely Pharma UK and Volkswagen North America. This paper aims to compare and contrast these problems using the appropriate theories, examples and information given in the case studies. Further, the current state of the companies will be described and recommendations to improvements will be given. Pharma S.A. Pharma S.A. was founded in Zurich in the late 1800s and has 110 subsidiaries worldwide. The biggest division within Pharma S.A. is pharmaceuticals but the company is diversifying its operations with acquisitions of various speciality chemicals businesses. Pharmaceuticals currently account for 57% of revenues. The major pharmaceutical product lines are oncology, dermatological, gastro-intestinal, and fertility control and hormone replacement. The
Tsarist rule in the years 1857-1917 and communist rule from the death of Lenin to the death of Stalin both depended on high degrees of central power and control by the state.
Tsarist rule in the years 1857-1917 and communist rule from the death of Lenin to the death of Stalin both depended on high degrees of central power and control by the state. The similarities between the two forms of Government were therefore much greater than were the differences." How far do you agree with this judgment? The regimes under Tsarist Russia and the Communist USSR were constantly changing, due to the style of leadership taken by the Tsars Alexander II and Nicholas II, and the various leaders of the Communist party. However there are strong continuities between the two separate regimes, such as the difficulties faced for instance the failing agriculture and land mass of Russia. Central control was essential in both regimes to maintain the leaders' position and to prevent the population from fragmenting. The aim of both regimes was self-preservation, to prevent western intervention and the modernisation of Russia/USSR to increase its strength and power on the world stage. Therefore the problems faced by the two regimes remained the same but the Tsars ruled by autocracy and Stalin ruled using an authoritative regime. Therefore whilst the communists gained central control and grew stronger over time, the Tsars lost more central control over Russia and increasing difficulties arose, their central control was passed to other bodies' and therefore although both systems
