Professional Documents
Culture Documents
company's culture is its personality and tells the employees how to do their work. It takes its signals from leaders and underlies motivation, morale, creativity, and marketplace success.
Work culture is the distinctive personality of the organization that determines how members act, how energetically they contribute to teamwork, problem solving, innovation, customer service, productivity, and quality. It is the culture that makes it safe (or not safe) for a person, division or the whole company to raise issues and solve problems, to act on new opportunities, or to move in new, creative directions. A company's culture is often at the root of difficult people-related problems such as motivation, morale, absenteeism, communications, teamwork, retention, injuries, and insurance claims.
Through part-time or other work experiences we have before joining a company, we have a rough idea of work expectations and culture (also through the interview process, observing coworkers interacting, etc) Once we are hired, it doesn't take more than a few days, or a few weeks at most, for us to know what to do, and what not to do, and the type of interactions that are accepted within that culture.
Organizations should strive for what is considered a "healthy" organizational culture in order to increase productivity, growth, efficiency and reduce counterproductive behavior and turnover of employees. A variety of characteristics describe a healthy culture, including:
Acceptance and appreciation for diversity Regard for and fair treatment of each employee as well as respect for each employees contribution to the company Employee pride and enthusiasm for the organization and the work performed Equal opportunity for each employee to realize their full potential within the company Strong communication with all employees regarding policies and company issues
Strong company leaders with a strong sense of direction and purpose Ability to compete in industry innovation and customer service, as well as price Lower than average turnover rates (perpetuated by a healthy culture) Investment in learning, training, and employee knowledge
Business Growth
Financing Growth
Financing Growth
To grow a firm needs to be able to expand plant, equipment, buildings, human resources, etc. To do this it needs to acquire finance There are two basic sources:
Internal Sources
Private funds personal savings Profits retained profit ploughed back into the business. This assumes the business is successful Internal sources tend to mean growth is slower
Firms like Marks and Spencer have been around for many years, their growth has been primarily internal but has taken time.
External Sources
Loans from banks and financial institutions Venture Capital specialist groups who provide capital may take over ownership of the firm, build it up then sell it on at a profit in a few years Leasing allows a degree of flexibility in finance arrangements EU/Government Grants
Overtrading
Sudden growth can mean a sharp increase in demand or be the result of it! The firm may try to cater for this growth but not be able to meet demand Investment may be made in new capacity which incurs extra cost but customers may not pay at the same rate leading to cash flow problems and possible insolvency
External Growth
Types of integration
Horizontal integration
A firm takes over firms in the same industry and at a similar/same stage of production Eliminates competition Mergers of two car manufacturers
Types of integration
Vertical integration
Where firms in the same industry but different stages of production merge Occurs when a firm expands backwards towards its source of supply or forwards towards its market To ensure consistent supply of inputs and control over the sale of its products A car manufacturer merge with a car component parts producer - vertical backwards integration, or takes over a chain of retail showrooms vertical forward integration
Types of integration
Lateral growth
Occurs when a firm diversifies into a completely different industry or product market Also known as a conglomerate growth To gain economies of scale, risk spreading, increase market share May lack expertise away from the core business Car manufacturer takes over a leisure industry firm operating cinemas and theme parks
Conglomerate Growth
Conglomerate Growth the acquisition of firms in different production areas from its core market Kingfisher own Comet, B&Q, Woolworths, MVC and Screwfix
Many people may not have recognised Kingfisher plc as a business but are likely to have heard of the branded businesses they own. Sponsorship of Dame Ellen MacArthurs sailing exploits have helped raise the groups profile.
Internal Growth
Internal Growth
Innovation new product development, new processes, new systems, etc. which can improve the efficiency of the firm
is able to make itself stand out from its rivals innovation could be one source of competitive advantage
After sales service Quality Price Cost advantages Brand image Environmental consciousness
Managing Growth
Managing Growth
Businesses are human organisations humans are difficult to manage! Larger organisations may suffer from diseconomies of scale Larger organisations may necessitate changing roles for the managers/leader/owners There may be a divorce between ownership (the shareholders) and control (the Board)