Tesco business activity
Sufyan Malik Business Activity Tesco is a huge retail outlet in the tertiary sector that specialises in food and drink; they buy all their products direct from manufacturers except bread, which they produce themselves. Below I have outlined some of Tesco's main features and business activity. Food and Drink Tesco's specialist product is food and drink. Tesco sell a whole range of food products at very competitive prices. They sell a wide and diverse range of foods like organic, low fat and foreign foods. Tesco were very quick to respond to the change in taste of food and now sell a lot of Indian food products i.e. curry which is now one the most popular dishes in the U.K. The MD of Tesco, Sir Terry Leahy has said, "We cater for the demand for every social economic group" This is an example of Tesco's incredible low prices and just one of the ways in which they cater for every scocio economic group. Tesco buys lots of different ranges of products from different manufacturers to cater for everybody's' needs this is one of the ways in which they are so successful. This huge range with different sizes and prices etc. helps to satisfy all of Tesco's customers and it also helps to give them 30% of the market share. SUPERMARKET SHARE Tesco: 30.6% Asda: 16.6% Sainsbury's: 16.3% Morrison's: 11.1% Somerfield: 5.4% Waitrose: 3.7% Iceland: 1.8% Source: TNS The table
Recruitment and selection
Recruitment and selection Available vacancy Vacancies for jobs exist in businesses for one of the reasons below: > A new job becomes available because of the expansion of the organisation. When the economy is growing and people are becoming better off organisations take advantage of that and expand their operations. To do this they may take on extra employees. This is more likely to create new jobs, preferring instead to use other methods listed below under 'alternatives to filling a vacancy'. > Someone in the organisation has retired > Someone has been dismissed > Internal promotions have occurred- the vacancy arises because the previous holder has been given a better job either in the same business or establishment. This is dealt with below under 'filling the vacancy- internal candidates. > Someone has died- Some employees may die during their working lives. > There is a restructuring of the business, which means there are gaps to be filled in the organisation > Someone has left because they have found a better one or don't like there job. Alternatives to filling a vacancy Human resources management departments are under constant pressure to justify the filling of a vacancy because it will save the organisation money if they do not. There are several alternatives to filling a vacancy, all with benefits and all with disadvantages too: > overtime by the
"Recruitment and Selection".
Task 3: "Recruitment and Selection". It is important that human resources are notified of the vacancy so that it can carry out the recruitment and selection of employees. It can start finding candidates to fill up vacancy. If human resources aren't told of vacancy then applications will not be sent out. A job description is important because it enables people applying to know about the job. Anyone applying must know what the job involves. A person specification is important because it tells what is expected from anyone who is applying. It states the qualifications, experience and type of person required. It is important that the job is advertised because if it isn't people will not be aware of the vacancy. A specific job must be advertised in a specific place. Unskilled and unqualified jobs such as cleaners, cashiers and security guards are normally advertised in the store notice board, by word of mouth and in sixth forms for part time workers. These jobs are advertised in these places because the sorts of people that look and read in these places are often right people for the job. The skilled and qualified jobs such as manager, pharmacist, admin staff and optician are normally advertised in broadsheet newspapers such as "The Times", in an employment agency, university (milk round) and recruitment fair. These jobs are advertised in these places because they are more
Recruitment and Selection
Q6) Recruitment and Selection Recruiting the best employees will give William Hill the a competitive edge over rivals this is because when you once have the best possible staff for the job you know it will be done to the best also William Hill will be making the most out of the recruitment and selection process because less cost of having to advertise, interview and training again will enable them to benefit from economies of scales when the right staff are appointed. William Hill know that less time is wasted recruiting the right applicants when done the first time round thus following this method carefully makes the recruitment process convenient in employing the right person and it takes in the form of stages which is shown below: Human Resources plan Identifies staffing needs Identify the vacancy Draw up the job description and the person specification Advertise the post internally and externally Short-list the candidates using: letters of application CV's application forms Plan and run the selection procedures using: Tests Interviews Select and appoint If no suitable candidate appropriate candidate(s) re-advertise There are many factors that the human resource department must consider when arranging to fill a vacancy and here is the result that I and my class produced through a
Knowledge Management
KNOWLEDGE MANAGEMENT Abstract There is the tendency to consider Knowledge Management as yet another buzz-word. It is gaining substantial interest in many differing circles. In order to move away from a buzz-word approach (i.e. "it's just a different name for something we do already") it's important to define what exactly we mean by Knowledge Management, how it is different to Information Management, and suggest some practical approaches to managing the processes and assets of a Knowledge organisation. This paper follows the line of argument through a definition of KM, the reasons it is needed and some ways to approach the task. The What and Why of KM In order to propose a method of Knowledge Management it is important to define what we are considering Knowledge Management to be and outline its importance as we enter the 21st Century. What is it? Knowledge :~ '1.the facts, feelings or experiences known by a person or group of people 3.awareness, consciousness, or familiarity gained by experience or learning 5.specific information about a subject'. Management :~'4. the skillful or resourceful use of materials, time etc.' Management has unfrotunate connotations with firm control. It is more healthy to take the wider view of skillful or resourceful use of knowledge by all the organisations' stakeholders. Knowledge Management is therefore about stakeholders using the
people in business
Unit 2 People in Business Name: - Hassan Hassan Year: - 11 Subject: - Business Studies Teacher: - Miss Johnston Introduction In this assignment I will be investigating Sainsbury. I have chosen this company because I could get lots of information very easily. It is also very easy for me to go to a Sainsbury's because it's near my house. I will look at many stakeholders at Sainsbury's and look at their influence, expectation and conflicts. Task 1 A stakeholder is any individual or organization who has interest in a business. All stakeholders in a business are either internal stakeholders or external stakeholders, depending on whether or not they work in the business e.g. a customer is an external stakeholders because they do not work in the business and a manager would be internal stakeholder because they work within the business. You may be a stakeholder in many organizations because there are many organizations which have an impact on your life. All stakeholders have an influence over businesses, but this influence will vary depending on the type of stakeholder they are and the type of business. The stakeholders at Sainsbury's The stakeholders at Sainsbury are people or groups who have an interest in the business. Stakeholders could be internal or external. * Owners * Employees * Customers * Financiers * Government * Suppliers Stakeholder expectations of
People in business
Unit 2 People in business Stakeholders Stakeholders are a group of people who have an interest in 'Flybe' and an influence on the company, some stakeholders are internal to the firm, and others are external. Customers - Customers make up the main frame of 'Flybe'. Without the customers the company would not be taking off as the third cheapest airline in Great Britain. The customers basically say what they want and when 'Flybe' decided to be one of the cheapest airlines, they had to listen to their customers and new customers. Without theses people criticising the company and giving the company advice, Flybe probably wouldn't be well known as it is today. Customers which use 'Flybe' are prepared to lose some customer satisfaction for a cheaper flight, they expect some sort of film if they are on a higher-class flight and even something to eat and drink included. But other 'Flybe' customers who choose the cheaper option expect the basics and nothing extra. Employees - The employees include the manager and the whole staff in the Flybe Company. There are cleaners to engineers that work for 'Flybe'. The pilots get help with their training from 'Flybe' such as money wise, 'Flybe' also employ through the express and echo, this is a paper that enters the whole of Exeter and any one who's anyone has one. You'll probably find that the Exeter paper has a job page every Friday and
Performance management.
Performance Management Performance management refers to the practice of setting targets, measuring performance against these and suggesting courses of action. The performance management process gives an opportunity for the employees and performance manager to discuss development goals and jointly create a plan for achieving those goals. Development plans should contribute to organisational goals and the professional growth of the employee. A number of methods may be used to check performance. Appraisals - performance reviews A very important way of getting feedback on employee performance is through appraisal. An appraisal may be closed in, therefore kept confidential. More usually the process is open, in which case the employee takes an active part in the review process and then discusses the results. The appraisal looks at the employee's job, how well it is being performed, and at what action should be taken for the future. The Benefits of Performance Appraisal * It helps to identify training needs * It may reveal other problems - for example, there may be workplace difficulties with other staff * It may reveal useful skills * It improves communications between employees and managers. * It provides disciplinary documentation. * It helps fix pay rises. The actual appraisal will be carried out in stages: - * Identify criteria - The employer must be sure
Assess the view that bureaucracy is the most efficient form of organization.
ASSESS THE VIEW THAT BUREAUCRACY IS THE MOST EFFICIENT FORM OF ORGANIZATION The characteristics of bureaucracy were first devised by the German sociologist Max Weber, (1864-1920). He believed it to be a formal system of organization and administration designed to ensure efficiency and effectiveness (Jones et al. 1998). A bureaucratic system of administration is based on six principles; job specialization, authority hierarchy, employment and career, recording, rules and procedures and impersonality. According to Weber it is these characteristics that define whether an organization operates in an efficient manner. However Weber provided a theoretical model, and whether that model promotes efficiency for all organizations remains to be seen. One of the most fundamental features of a bureaucracy is the division of labour based on functional specialization. This is attained by a precise and detailed definition of the duties and responsibilities of each position or office. When the tasks and authority associated with various positions in the organization are clearly outlined, managers and workers know what is expected of them and what to expect from each other. In addition, an organization can hold all its employees accountable for their actions when each person knows their responsibilities. Therefore behaviour becomes standardized as actions are performed the same way
Organisational behaviour.
Alison Jones/ Organisational Behaviour Outcome 3.2 Needs Theory: The needs theory is made up of: Basic Needs - The workplace needs to be suitable for the work force, complying with health and safety regulations etc. Security Needs - Security in the work place, if there is money being handled then there needs to be the right kind of security for example safety deposit boxes and a panic button. Another type is security from their jobs not worrying from one day to the next that their job is in jeopardy. Group Needs - To expect people to be able to work in a group. If a group task needs to be completed it is not left up to one person to complete this. Self Esteem - When people's confidence is being knocked then their self-esteem is lowered people start to doubt their ability. For example if somebody is producing good work but a manager has got a grudge against them, so they keep putting their work down, then they will have doubts in their ability to achieve things because their self esteem has be knocked. Self-Fulfilment - If somebody is not getting job satisfaction then they are not fulfilling something in their life. So employees have to make sue that their work force is happy within their job. Goal Theory When people have goals to meet then they have the motivation to full fill this goal. Within a workforce if people don't have a goals or targets to meet then they
