...to describe how Tesco and Oxfam businesses are organised. Tesco Tesco’s Hierarchical structure Tesco’s has a hierarchical organisation structure. Hierarchical structure has several level’s arranged in a treelike construction with the person with most power at the top and the lowest at the bottom E.G. Managing director at the top all the way to the bottom which is the quality guard manager and financial accountants. Hierarchical structure is mainly used in big companies like Tesco. The disadvantages of the hierarchical structure are that if the financial accountants have a problem it would take its time to get the message to the right person which is the managing director. So making decisions will take long to make as it would take a long time to go up the hierarchical structure to put the idea in place. Mainly the first instructions in a hierarchical structure will have to be the managing director because the person has the most power and be able to control the company and it will make its way down to the bottom. Oxfam Oxfam hierarchical structure Oxfam organisation structure is flatter than Tesco as there aren’t much of people working and organising the company. Oxfam organisational structure is geographical as they work around the world in and with alot of countries helping the less fortunate. The charity is controlled/run by a chairwoman who is in charge of a number of trustees who makes the main decisions in the company, So Oxfam structure is flat and it...
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...P4 - Explain how their style of organisation helps them to fulfil their purposes By Daniyel Hircock Above shows Apple’s organisational chart. Though not a clear cut hierarchy, it is certain that Steve Jobs used to be top of the company. Having him on top of everything else was one of the major factors that Apple did so well as a company. Steve Jobs was the inventor who was always praised for how well he handled his employers. After his passing, however, Timothy Cook has taken over. Cook knows he has a hard position to uphold and is not attempting to come up with new things to keep Apple ahead of its monopolies and ensure they continue to have a good reputation as well as making a huge profit. Because the chain of command would be far too much responsibility and varied for one person, the power is distributed out amongst different directors and heads of different sectors. Steve Jobs would employ people in different sectors to make serious decisions depending on what they’re strengths are. He delegated people to different positions so that Apple would have experts in every subdivision. Apple would be nothing without their loyal customers who worship the company. Because the company is exclusive, things such as a new store opening attracts fans from all around the world. Apple ensure that whatever they do is done at the biggest and best it can be but insist to give away as little as possible information about new projects. This secrecy manages to keep the exclusivity that...
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...organisation is working in more than 2 countries under the same brand. This organisation is plc | H&m | They all provide products such as cloths | Global | Global organisation all over the globe and this organisation are own by a stakeholders which means global company are privet limited companies. | Macdonalds, | They provide products being a restaurant fast food they provide burgers and chips and drinks. | Public | All the public organisation are made for the public benefit use and are owned by the government. | NHS, | They provide service such as health care. | Private | Privet are all owned by people who looks just for profit | Tesco, | They provide products. Food and grocery | Not for profit / voluntary | This kind of organisation are not for making profit, they receive donation or funds from the communities or government | Oxfam, | They could provide service trough raising money for those are needed like Syria crisis. | Primary | The primary sector is consist mainly in farming or extracting the prime material...
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...organisation, the decisions of the business. Each organisation has an own environment. The environment of a business can be seen in two ways of factors (Kew and Stredwick, 2005): - Macro environment (general environment): concerns national culture (historical background, ideologies and values), scientific and technological developments, the level of education, legal and political processes, demographic factors, available resources, the international environment and the general economic, social and industrial structure of the country. - Micro environment (task environment): concerns the forces relevant to an individual organisation within an industry including customers, suppliers, competitors, regulators, the local labour market and specific technologies. The business environment is the climate in which the business methods, skills, attitudes and objectives are being increasingly adopted by these organisations. (Ian Worthington, 2003). To understand the organisational purposes of business, we have to study the environment of one company in particular. Anglo American is one of the world’s largest mining companies focusing on platinum group metals, diamonds, copper, nickel, iron ore, metallurgical and thermal coal. This company is...
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...diagrams which show their functional activities. Explain in detail what each of the functions involves. Show how the functions fit together, e.g. the relationship between marketing and customer service, or how the call centre fits into the overall structure of the organisation. Draw a clear and well-labelled diagram of your organisation. Use lines and arrows to join up the various positions in the company. Then describe clearly what each of the functions involves and how they fit together. Merit m 2 To gain a merit you will need to compare the factors which influenced the development of the internal structures and functional activities of these organisations. Why do they have different structures? How does the structure relate to the particular sector (private/public/voluntary or charity) that the organisation is in? You may want to evaluate how effective the organisational structure is (does it work well or could it be improved?). If the organisations do not already provide organisational charts themselves you could construct one of your own from research about the organisation on its website and in documents. Perhaps you could write to the organisation asking them for a copy of an organisational chart. 1 .4 Impact of external factors in the business environment on organisations There is a simple rhyme which goes: Environment to each must be All there is that isn’t me. You can see therefore that the business environment consists of...
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...Oxfam: International Commodity Research – Coffee Confidential: Not for distribution or publication The Coffee Market – a Background Study Oxfam: International Commodity Research – Coffee Confidential: Not for distribution or publication Acknowledgements This background study was written by Oliver Brown, Celine Charveriat and Dominic Eagleton. The authors want to thank the following persons for their useful comments: Mehmet Arda, Maria Jose Barney, Bart Ensing, Penny Fowler, Brian Lewin, Lamon Rutten, Denis Seudieu, Robert Simmons, Marcelle Strazer, Kevin Watkins, Michael Wheeler and Pete Williams. i Oxfam: International Commodity Research – Coffee Confidential: Not for distribution or publication EXECUTIVE SUMMARY '[When prices are low] , we sacrifice a lot in the way of clothing, tools and food. We can’t afford meat, we had to buy other parts of the animal which were inferior. We can’t eat eggs, or drink milk...When the children get ill we don’t have the money to take them to the doctor… One always lives with uncertainty, always in debt; it's always borrow here, borrow there; we live dependent on credit... Of course, there is no peace living with such uncertainty. You don't know whether to take out a loan or not because you could lose the money you've invested.’ Vitelio Menza, small coffee producer in Colombia1 Providing livelihoods to farmers in developing countries is a crucial challenge for reducing world poverty. When fairly priced, export...
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...britain ’s bruisin g banana wars Why ch threat eap bananas Policy en farmers’ report future s A Fairtrade Foundation Report February 2014 When I sell a box of bananas it’s a product with quality, with incredible taste, so it should be fair that you pay a fair price for it. Horatio Hernandez Coobafrio Co-operative, Magdalena, Colombia January 2014 contents 1 Introduction 4 2 6 Executive Summary Britain’s Bruising Banana Wars 16 16 20 21 4 The banana value chain 4.1 The UK banana market 4.2 The retail price of bananas in Britain 4.3 UK banana imports 2002 – 2013 4.4 Changes in banana supply chain operations 4.5 The impact of supermarket price wars on producers 4.6 Producer prices vs costs of sustainable production 22 22 23 5 The market environment for bananas 5.1 Evolution of the global banana trade 5.2 Consolidation of retailer power and UK price wars 5.3 The impact of competition law on banana prices 38 6 Fairtrade’s alternative approach 6.1 General background to the Fairtrade system 6.2 Fairtrade bananas – scope and scale 6.3 airtrade: the benefits and F constraints for farmers and workers 2 3 About this report 3.1 Fairtrade’s involvement in bananas 3.2 Research objectives and approach 3.3 Methodological note 7 Achieving a sustainable banana industry 7.1 inclusive market An ...
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...SOCIAL INNOVATOR SERIES: WAYS TO DESIGN, DEVELOP AND GROW SOCIAL INNOVATION DANGER AND OPPORTUNITY CRISIS AND THE NEW SOCIAL ECONOMY Robin Murray 2 TITLE ACKNOWLEDGEMENTS This essay was written while the author was a Visiting Fellow at NESTA and forms part of a series of publications on methods of social innovation led by the Young Foundation with the support of NESTA. I would like to thank NESTA for their support, and in particular Dr Michael Harris, as well as my colleagues at the Young Foundation, Julie Caulier-Grice and Geoff Mulgan, all of whom have given valuable comments on the text. Published September 2009 CONTENTS 1 CONTENTS 1. The argument 2 5 9 23 39 52 54 55 2. The context of crisis 3. The emerging economic landscape 4. Can the new social economy respond? 5. Social innovation and the crisis of policy Bibliography Weblinks Endnotes 2 DANGER AND OPPORTUNITY CRISIS AND THE NEW SOCIAL ECONOMY 1 THE ARGUMENT The rise of the new social economy This pamphlet argues that the early years of the 21st century are witnessing the emergence of a new kind of economy that has profound implications for the future of public services as well as for the daily life of citizens. This emerging economy can be seen in many fields, including the environment, care, education, welfare, food and energy. It combines some old elements and many new ones. I describe it as a ‘social economy’ because it melds features...
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...changing environment and the University of Sunderland cannot accept any responsibility for any changes to addresses. The University of Sunderland acknowledges product, service and company names referred to in this publication, many of which are trade names, service marks, trademarks or registered trademarks. All materials internally quality assessed by the University of Sunderland and reviewed by academics external to the University. Instructional design and publishing project management by Wordhouse Ltd, Reading, UK. Contents Introduction vii Unit 1 The contemporary world of business and management Introduction 1.1 1.2 The global business environment The importance of developments in the global environment Case Study 1.3 Organisational decision making and performance vii 1 3 10 14 17 19 19 20 Self-assessment questions Feedback on self-assessment questions Summary Unit 2 Globalisation Introduction 2.1 2.2 Definitions and indicators of globalisation Key drivers and facilitators of globalisation Case Study 2.3 2.4 Barriers and inhibitors of globalisation Comparing the costs and benefits of globalization Case Study 2.5 International trade and foreign direct investment Case Study 2.6 Applying Porter’s diamond model 21 21 22 25 27 29 31 32 36 36 40 43 43 44 Self-assessment questions...
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...Instructor’s Manual Operations and Process Management: Principles and Practice for Strategic Impact Second Edition Nigel Slack Stuart Chambers Robert Johnston Alan Betts ISBN: 978-0-273-71852-9 Pearson Education Limited 2009 Contents Part 1: Teaching Guide ........................................................................................................................................ 7 Chapter 1: Operations and processes.................................................................................................................... 8 Chapter 2: Operations strategy ........................................................................................................................... 12 Chapter 3: Supply network design...................................................................................................................... 19 Chapter 4: Process design 1 – positioning.......................................................................................................... 22 Chapter 5: Process design 2 – analysis ............................................................................................................... 26 Chapter 6: Product and service design processes ............................................................................................... 31 Chapter 7: Supply chain management ................................................................................................................ 34 Chapter...
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