Business Functions, Organisational Structures and Culture All companies have split areas/departments where certain groups of people have a certain role in the business. These functions are important to a business as it helps with the every day-to-day running of it. These departments are: - · Human Resources · Finance · Research and Development · Marketing · ICT · Sales · Customer Service · Quality Control · Purchasing I have a copy of the Global Scott Bader Group Structure (see diagram) It is split into certain areas and functions of the business; finance, service, human resources, IT, Marketing R+D and Sales of composites, and marketing R+D and sales of speciality polymers. All of these departments have very important roles within the business they help with the every day running of the business and help the business to keep to its objectives. These departments will probably have their own certain objectives that they have to keep track of, so the business works well. The 'Finance Department' has a huge responsibility in the business I think it is probably one of the most important departments for a business and all the documents need to be correct and up to date so that the company can be efficient and in control of its transactions. It has the responsibility tosee that the money coming into and out of the business ismanaged properly. If this is done efficiently then thereshould be enough sales revenue and profit to pay the bills that are owed. The revenue is the money made by the business byselling its products andservices; it is used to pay for the things they had to buy in order to run the business. It is also used to pay the workers People within the finance department who have big responsibility's are people like the finance director for Scott Bader this is Keith Grace is in charge of: financial accounting, costing & budgeting, managing finance and payroll in all the Scott Bader companies for UK finance,
Financial records are very important aspects to any corporation and making sure the records are accurate is essential. Determining how a corporation is going to do is a guess but it is based on previous year's financial statements and that is a reason finical records are so important. Making a profit is a goal for any corporation.
The Effects of Organizational Structure, Culture and Management Style on the Performance of a Business
Organizational Culture and Structure Successful organizations recognize the impacts of organizational culture and its influence on many facets of business. Strong culture serves to support a business’ structure and furthers its efficiencies by keeping the focus where it belongs. Organizational structure uses the company’s culture as a moral and visionary compass. Both organizational culture and organizational structure play significant roles in a company’s resulting ethics, job performances, and retention rates. Ethical Effects Organizational culture is the basis for which ethical behaviors are established.
...responsibility of generating profit and maximizing it, but then it should take into account the principle elements that are very crucial to its survival - stakeholders. For instance, if customers stopped buying product or investor withdrew their investment because of a greedy pursuit of profit. The future of an entire business collapses. In addition to this, maximizing the profit by just binding to the rules of the game is not enough since the rules of the game are not always fair, thus primary and secondary stakeholders should be considered while making money.
Organisational Structure, Culture, and Management Style of a Business C2 An Analysis of How the Organisational Structure, Culture And Management Style of the Business Affects its Performance and Operation and Help It to Meet Its Objectives The organisation structure of Wednesbury IKEA The organisation structure in the ‘Appendix section’ belongs to the Wednesbury branch of IKEA. Wednesbury IKEA is a large formal organisation and it is best suited to a hierarchical organisational structure. This is because; there are more employees as it goes downwards from each level.
To make it more clear and for example, the Production or operations function combines activities directly related to manufacturing a product or delivering a service. Marketing focuses on the promotion and sale of products and services. Human resources are responsible for attracting, retaining, and enhancing the effectiveness of organization members. Finance is concerned with obtaining and managing financial resources. The advantages and Disadvantages of this structure are as follows: Advantages: In depth Development of expertice Clear career path within function Efficient use of resources Possible economies of scale Ease of coordination within function Potential technical advantage over competitors Disadvantages: Slow response time on multifunctional problems Backlog of decisions at top of hierarchy Bottlenecks due to sequential tasks
Organizational structure can be defined as the “formal arrangement of jobs within an organization” (Robbins & Coulter, 2009, p. 185). Having a defined and unified structure helps employees work more efficiently. Jacques Kemp, former CEO of ING Insurance Asia/Pacific, realized this need early on in his role. The company had been performing well and recently acquired another insurance company to become “one of the largest life insurance companies in Asia-Pacific” (Schotter, 2006, p. 4). However, Kemp’s proactive personality led him to seek out ways to achieve more efficient coordination between the regional office and business units (Robbins & Coulter, 2009). Kemp noticed that “most business unit managers did not even know the current corporate standards” and he began searching for a way to manage the managers (Schotter, 2006, p. 5). ING Insurance Asia/Pacific’s organizational structure was mechanistic and fairly well structured, but for a company that had recently been involved in a major acquisition and was divided across 12 geographically dispersed markets there was a great need to tweak this structure to unify the company (Schotter, 2006). If I had been in Kemp’s position as CEO, I would have made modifications to the organizational chain of command, formalized business processes, and used technology to stimulate collaboration amongst the region to help this company overcome organizational design challenges.
...e are more opportunity to have a effective teamwork. Also the time management has to be followed by every one in the group. Time management is a import part in the team work where it shows the unity among the people, and also reduce the stress. Further the organisation should follow up on the task submit to the team. Initiating task and seeking information and opinion from the team members of the work submitted and clarify their doubts, providing required details of the project and clearly explain the organisation expectation of the given task and periodic reviews of the performance and forecast make the team members active on the project .
The concept of organizational cultures was first raised in 1970s, and soon became a fashionable topic. Organizational culture is the shared beliefs, values and behaviours of the group. Theorists of organizations believe that organizational culture represents the pattern of behaviours, values, and beliefs of an organization. Hence, studies around organizational culture have been seen as great helpful and essential for understanding organizations and their behaviours. Additionally, organizational culture has been considered to be an important determinant of organizational success. Therefore, leaders and managers pay more than more attentions on this topic, focusing on constructing and managing organizational cultures.
It should be pres... ... middle of paper ... ... o monitor the health of the company and also to make the right choices. They are the most important users of financial information as without this group using the information properly the company could cease to survive. Bibliography Biz/ed 2004, Accounting [Online], available http://www.bized.ac.uk Duncan Williams 2004, User of Financial Statements, [online], available http://www.duncanwill.co.uk Finance Demon 2004, User of Financial Information, [online], available http://www.financedemon.co.uk Financial Reporting Council 2004, About the FRC [online], available http://www.asb.org.uk Hacker Young Chartered Accountants 2004, Accounts Explained [online], available http://www.account-explained.co.uk Joe Corbett 2004, Class Notes, Borders College, Galashiels
The Chief Executive Officer of Bosco M/S Jill Thompson initially optimised the total scenario of the organisation and rightly has proposed to decentralise the structure of Bosco. In order to understand the ground of such perception, the organisational structure and culture requires being explained for further clarification.
To cater to customer needs. To keep in mind the complications that arises in different situations and handling it. Teamwork and proper service, internal strategy and proper communication.
Corporate culture is the shared values and meanings that members hold in common and that are practiced by an organization’s leaders. Corporate culture is a powerful force that affects individuals in very real ways. In this paper I will explain the concept of corporate culture, apply the concept towards my employer, and analyze the validity of this concept. Research As Sackmann's Iceberg model demonstrates, culture is a series of visible and invisible characteristics that influence the behavior of members of organizations. Organizational and corporate cultures are formal and informal. They can be studied by observation, by listening and interacting with people in the culture, by reading what the company says about its own culture, by understanding career path progressions, and by observing stories about the company. As R. Solomon stated, “Corporate culture is related to ethics through the values and leadership styles that the leaders practice; the company model, the rituals and symbols that organizations value, and the way organizational executives and members communicate among themselves and with stakeholders. As a culture, the corporation defines not only jobs and roles; it also sets goals and establishes what counts as success” (Solomon, 1997, p.138). Corporate values are used to define corporate culture and drive operations found in “strong” corporate cultures. Boeing, Johnson & Johnson, and Bonar Group, the engineering firm I work for, all exemplify “strong” cultures. They all have a shared philosophy, they value the importance of people, they all have heroes that symbolize the success of the company, and they celebrate rituals, which provide opportunities for caring and sharing, for developing a spiri...
The concept of organizational culture is one of the most debated topics for researchers and theorists. There is no one accepted definition of culture. People even said that it is hard to define culture and even more change it. It is considered a complex part of an organization although many have believed that culture influences employee behavior and organizational effectiveness (Kilmann, Saxton, & Serpa 1985; Marcoulides & Heck, 1993; Schein, 1985a, 1990).
Business culture is vital to creating a functioning business. Business culture is derived from the management style, the morale within the business and the values it represents. A study was done to investigate two businesses and their cultures.