Internal organisation
Peter Shilton S11 Internal organisation The way in which a business is run is known as the internal organisation of a business. This can be a number of ways, including partnerships, sole proprietorships, and public or private limited companies. Since I am going to be setting up such a small company, I will need to set up as either a partnership or a sole proprietorship. A partnership is where two or more people run a business together. They usually do not want to hold total responsibility for the business whilst still being able to do their own work. A sole trader is a person that runs a business alone. They have total control of the business and often do not even have any employees. To help me choose which, I am going to look at the advantages and disadvantages of each of the above. Partnership Advantages Disadvantages Responsibility of running a business can be shared with another person. One partners strengths can make up for the weaknesses of another People may only want to do certain jobs, they wouldn't want to do the boring jobs and this may cause tension More people contributing money towards the business means not as much needs to be taken from just one person as in a sole proprietorship The distribution of the companies profits can cause problems, as one partner may feel that they deserve more than another Somebody to consult about decisions so that you
World Class Organisation.
. World Class Organisation .1. Introduction Any organisation wanting to be world class in the near future needs action, visionary and purposeful leadership allied to trustworthy, value-adding employees. The world-class organisation of the future must focus on developing its people and the environment in which they work. The concept of the 'learning organisation', which strives continually to develop its people and processes will be an accepted philosophy of all competitive organisations in the future. The next step is for organisations to develop not only their current employees, but also the next generation of employees, through improvements in general social and environmental conditions. Total quality management (TQM), business process reengineering (BPR) and other schemes to improve productivity may not be a source of competitive advantage in the future, but a minimum entry standard to compete in the global market. These currently fashionable tools and techniques will not provide the essential elements for the survival of any business beyond the year 2005. The companies that will prosper and gain a competitive advantage are those that are now developing their leadership and people into a trust based learning organisation and actively shaping their local setting and the trans-national marketplace. The future of business lies in visionary, transforming leadership that
People in organisation
Nosheen Sadiq 31st January 2008 People in Organisation Assignment 3- Working Practices & Personal attributes Introduction In this assignment for the first task which is P3 I will be working in a team organising a charity bazaar. Every team will be given a job role and will have to do there job with there following roles. After we have organised the charity bazaar as team we will have to identify each member's strength and weakness. Our team will have to presentation to our tutor. For my second task m2 I will have compare and contrast the organisational structures and job roles within two organisations which are T- Mobile and North hill stores. For my third task M3 I will be explaining the importance of each team member and personal attributes within the chosen organisation from before. And also for my last task D1 I will evaluate the contribution of each person as a team member. M2 T-mobile is a tall structure organisation therefore North hill store is a flat organisation. T-mobile has many levels of management and supervision. And also there is a long chain of command from the top of the organisation. T-mobile has many advantages of being in a tall organisation which are: * There is a narrow span of control i.e. each manager has a small number of employees under their control. The employees can be closely supervised. * There is a clear management structure. *
P&G 'Organisation 2005' Marketing and Business Strategy Case Study
SUMMARY Procter and Gamble ( P & G ) is one of the largest fast moving consumer goods companies in the world. In the late 1990s, P&G faced the problem of stagnant revenues and profitability. In order to accelerate growth, P&G launched the Organization 2005 program in July 1999. The program included the standardization of work processes to expedite growth, the revamping of the organization's culture in order to embrace change, the reduction in hierarchies to enable faster decision making, and retrenchment of employees to cut costs. Through the past six years, the "Organization 2005" program had made P&G's global marketing efforts more disciplined. Although, at the beginning of execution of the program was a failure. However, P&G has dramatically turnaround with its new CEO's right strategies. Under the "Organization 2005" program, P&G have changed its geographic product structure to a matrix organization structure, which combined the production structure with functional structure. Lafley's strategy changed the P&G's culture seemed more mild-mannered. He lead the new culture is more easier accepted and added some new programs as a complement for "Organization 2005" program to ensure further growth. P&G has a great performance in nowadays. However, there are some insufficiencies in P&G's organizational structure and culture aspects. Such as, some disadvantages in
The Learning Organisation.
Task 1: New management ideas a) The Learning Organisation The Definition: An organisation that learns and encourages learning among its employees and throughout its organisation. It promotes exchange of information between employees on all levels, thus creating a more knowledgeable workforce. This creates a very flexible organisation where people will accept and adapt to new ideas and changes through a shared objective. The Learning Organisation is a concept that is becoming increasingly popular among modern companies large and small alike. What is achieved by this philosophy depends on ones interpretation of the concept and commitment to it. The importance of learning was first discussed by a Chinese philosopher named Confucius (551 - 479 BC). He believed everyone should benefit from learning. The reason for the recent emphasis on company learning is because of the difficulties in running a business successfully in such a volatile market in relation to competition and consumer interest together with the increased pace of change. Companies who are able to adapt and change quickly and then innovate their work will be able to change their work practices and perform better in a constantly changing environment. Change is now measured in terms of months not years as it was in the past. Business re-engineering used to concentrate on eliminating waste and not working smarter
Compare the challenges to selected business activities within a selected organisation, in two different economic environments
Compare the challenges to selected business activities within a selected organisation, in two different economic environments. Tesco: Tesco plc is a global supermarket and general merchandise retailer headquartered in Chesunt, United Kingdom. It is the third-largest retailer in the world measured by revenues (after Wal-Mart and Carrefour) and the second-largest measured by profits (after Wal-Mart). It has stores in 14 countries across Asia, Europe and North America and is the grocery market leader in the UK (where it has a market share of around 30%), Malaysia, the Republic of Ireland and Thailand. The company was founded in 1919 by Sir Jack Cohen as a group of market stalls. The Tesco name first appeared in 1924, after Cohen purchased a shipment of tea from T. E. Stock well and combined those initials with the first two letters of his surname, and the first Tesco store opened in 1929 in Burnt Oak, Middlesex. The business expanded rapidly, and by 1939 there were over 100 Tesco stores across the country. Originally a UK-focused grocery retailer, since the early 1990s Tesco has increasingly diversified geographically and into areas such as the retailing of books, clothing, electronics, furniture, petrol and software; financial services; telecoms and internet services; DVD rental; and music downloads. Definition of business activity: Business Activities refer the
Establishing an organisation.
Establishing an organisation is a challenge. It involves many long hours of planning and hard work, sometimes with the threat of failure looming over your head from previous business people who have failed before you. The following essay will explain the difficulty encountered by Indigenous people who are trying to develop an organisation in Australia. When the settlers hit the shores of the new found Australia the Indigenous Australian population had no idea what they were in for. Along with these settlers came laws and rules, different to the way they were so used to and were accustomed to for many centuries. Indigenous Australians had their own estates within boundaries and knew where they could and could not go. This form of ownership was unlike the exclusive property rights to land, which individuals possess, in modern industrial societies. "Land could not be bought or sold; it was held in trust for future generations" (Dingle, 1988, p.10.). Non Indigenous Australians had their own ideas for the land. Many Indigenous Australians were situated along the coastal areas of Australia, with only a handful inland, but as the Non Indigenous population increased, the Indigenous Australians were pushed into the harsh arid interior of this great land they thought was theirs. Education was a huge problem for Indigenous Australians. When children were taken from their parents and
Work organisation & society.
SY1910: WORK, ORGANISATION & SOCIETY SEMESTER 2 2001-2002 JIAO XUE B.A. (Hons) IBFE The field of management has been devoted much of studies and researches since the beginning of the twenty-first century. From the classical management theory to the professionalisation of management, from the emergence of managerial hierarchies to the inter-professional competition, however, the development of management studies has for a long time not been easy to answer the basic question, 'What do managers do?' Controversy always lies in the clashes of the view of 'managers as rational actors' or 'bounded rational actors', and 'managers as cultural icons' view. Based on these perspectives, arguments have also been developed over the issue of how important the managerial leadership is for the running of effective organisations. But it seems to be clear that, without a proper answer to these questions, how to design planning or information systems for managers, or even how to improve the practice of management, will be a myth. The answer provided by Drucker states that "The manager is the dynamic, life-giving element in every business. Without his leadership 'the resources of production' remain resources and never become production. In a competitive economy, above all, the quality and performance of the managers determine the success of a business, indeed they
The Organisation
The Organisation Stewart (1986) says that the structure of an organisation is modified by the people who work in it, so that even otherwise identical organisations will develop their own distinctive characters. Hill Crest Upper School is an established school set up by the Local Educational Authority 10 years ago. The school exists to achieve the standards laid down by Ofstead. The school is a public organisation, so does not distribute any profits and its main aim is be of service to the pupils and their families in the local community. The aims of the school are to provide a safe environment for both students and staff, deliver an acceptable level of education and to bring out the best in every one. The school knows that their aims and goals are being met when they achieve good exam results, staff morale is high and the students are happy, and ready to move on at 16. The Cultures of Organisations G will need to be aware of the culture within the organisation. This is not something that official training can offer. G will need to be constantly aware and gradually build up a bigger picture. Handy (1993) writes that anyone that has spent time in more than two or three organisations will be struck by the differing atmospheres, the differing ways of doing things, the differing levels of energy, of individual freedom, of kinds of personality. Organisations can be as different
gender blind organisation
Introduction If an organisation expresses a gender regime, which systematically devalues everything connected with the female, the organisation can never become democratic, whatever affirmative action it may introduce, and whatever equal opportunity legislation may be promulgated (Gherardi, 1995). Most of us believe in the autonomy of the individuals and his or her rights to equality, freedom of choice and personal self-fulfillment. We live in what we call a democracy and would like to believe our organisations treat the individuals who live and work in them with fairness and respect. But those who work in organisations are not all equal or enlightened and there are formidable barriers, particularly toward women, preventing their advancement and creating hurdles in order to have them slipped before they climb over the organisation's success ladder. Many organisations are dominated by gender related values that bias organisation life in favour of one sex over another. Thus, organisations often segment opportunity, structures, and job markets in ways that enable men to achieve position of prestige and power more early than women, often operate in ways that produce gender related biases in the way organisation reality is created and sustained in a day to day basis. This is most obvious in the situation of open discrimination and the various forms of sexual harassment that