Organisations Are Not All The Same

Organisations Are Not All The SameMajority of constitutions digest a management structure that check offs the relationships between the members and different activities happening within the shaping, the responsibilities ,the assigned roles and finally the authority to carry out different tasks. Organizations argon open air systems, their surroundings or environments affect them and they in turn affect their environment.What do giving medications do?The ultimate goal of an system of rules is the ability working together. The strength of an organization arises from its capacity for coordination of systems, people, and activities. Coordination and integration is very essential to every single organisation, because this not only helps the organisation grow, but also makes it stronger as a unit. So at that placefrom integration and coordination are the most advanced tools of an organisation.What are they composed of?Organisations are composed of major subsystems, such as teams, g roups, departments and programmes etc. departments, programs, divisions, teams, etc. Each of these subsystems has a way of doing things to, along with other subsystems.How are organisations organised? Organisations are made up of different sub structures.In any organization employees duties are typically defined by who they report to, what they do, and for the managers, who reports to them. As the organization grows bigger these roles are assigned to positions within the organization rather than to specific individuals. The best an organization is organize depends on many factors including the work it does its size in terms of labor, capital, revenue, and the location of its facilities and the types of the personal credit linees the organization is involved in.Are they all the same or are there differences?Organisations are not all the sameIf they are different in what way do they differ?Organisations differ through the structures a particular organisation chooses to run its firm on.What are the reasons for the differences?Seminar Question TwoWhy is understanding the context within which an organisation operates important?(Remember you should be using the literature to demote and support your answers)The organizational context refers to the scope of an entity, such as an entire organisation, a sub-organisation within the overall organisation, a work unit, a parent organization a work role etc. There are three perspectives to which an organisation operates they are the strategic, tactical and operational. The strategic focuses on long term inescapably within the organisation, the tactical focuses on long term needs within the organisational context, and the operational perspectives is based on users task within the organisation.Seminar Question threeWhat attain would strategic decision-makers gain from utilising a definitive framework and following a specified strategy development and deployment process?Strategic management evaluates the major initiatives taken by a companys top management on behalf of owners, involving resources and military operation in external environments. It specifies the organizations vision, mission, and goals. It helps shapes up policies and plans, often in terms of certain target to be meet or projects and programs, which are designed to achieve these goals.According to recent studies carried out by leading management theorists strategy needs to start with endanger holders expectations when dealing with any major problem.Strategic management endures guidance and an overall direction to the firm. According to Arieu (2007), there is strategic consistency when the actions of an organization are logical with the expectations of management, and these in turn are with the market and the context.Seminar Question FourCarry out a PESTLE analysis of a nationally operating sell organisation. Discuss the results of your analysis and any conclusions you can make concerning the organisations mid to long term future . What trends might be useful to monitor as a performance indicator for strategic actions the organisation might take? Use the PESTLE grids we looked at this week and submit copies with your answerPESTLE ANALYSIS FOR COCA-COLACoca-Cola, the largest manufacturer, distributor and trafficker of beverage drinks in the world as of today. Coca-Cola is recognized as the worlds most valuable fault in the beverage industry. They have the worlds largest beverage distribution system, asset boasting total consumers in much than 200 countriesPolitical AnalysisGovernment regulations and rules make Coca-Cola follow and open strict laws and regulations. Government have effectiveness fines and penalties set aside if they do not meet this rules. Different changes in laws and regulations, changes in non-alcoholic environmentSeminar Question FiveConduct a review of the business literature, and then carry out a Five Force analysis of the Coca-Cola organisation.Describe and discuss the results of yo ur analysisThe competitive structure of coca cola organisation and can be analysed using Porters five forces.This pattern attempts to analyse the coca cola industry by considering five forces within its market.The extent to which barriers to entry exist. The more difficult it becomes for other firms to enter the market, hence making it more likely for existing firms to make more profits.Coca cola as an existing brand would have a luxuriously level of loyalty form its customers and as an already existing it may react aggressively to any new freshman into its type of market.Thirdly the stronger the actor of buyers in an industry the more likely it is that they will be able to force down prices and reduce the profits of firms that provide the production. There would also be heavy competition coca cola faces regularly from its different rivals such as Pepsi, and since there is a high phase of rivalry that exist between these two fierce competitors, it would be relatively hard for coca cola to generate high profits.In addition, supplier power plays a big role in Coca-Cola operating strategy because, if the supplier power is strong, then it would be difficult for Coca-Cola to make high profits if the suppliers determine the terms and conditions on which the business is run.Finally Coca-Cola is likely to generate higher returns if the industry Is difficult to enter, there are limited rivalry, the buyers are relatively weak, Suppliers are also relatively weak, and there are few substitutes. On the other hand from my review, they would make low returns, if the suppliers are strong, there are numerous substitutes available, there is a high degree of rivalry between the firms, buyers are strong, and the industry is easy to enter.Seminar Question SixIn an organisation change programme aft(prenominal) PESTLE and 5 force analysis have been completed the 7S Model specifies seven factors that are classified into soft and hard elements. Soft elements are skills hyphen and shared values, while the hard elements on the other hand are easily identified and influenced by management. The hard elements are systems, structure and strategy.Seminar Question cardinalWhen considering the Boston Matrix explains what causes products and services to be cash users, cash neutral or cash generators.Explain why an organisation might decide to supporting providing a product or service long after it has reached the decline and low return stage of the life cycle.Cash cows have high customer loyalty and own a high percentage of the market share .This is because customers have a good understanding of the product and most generation are loyal, and less marketing support is needed to promote the particular good or service.These high sales results in economies of scale so therefore the average unit costs are relatively low. Profit margins, on the other hand, are likely to be on the high side because the product is a major cash generator.Seminar Question EightWhat woul d the value chain of a university look like?Produce a value chain model and a short description. Make some suggestions of how to improve the cost effectiveness of some of the value chain elements.Seminar Question NineProduce a postpone that records the features of the competitive positioning strategies ofRyan Air, BMW and Rolls Royce.Where do each of these organisations fit in the Porter Generic Strategy Model?Describe how each organisation sustains their competitive rewardSeminar Question TenThe key stakeholders for the University of Huddersfield areThe students /parents alumniThe students want a good valued degree leading to further study or graduate employment. A good caring safe student experience with a good quality accommodation and top class facilities is also needed. Furthermore high standards of teaching and academic support3. Employees businesses4. School colleges5. Applied research funders