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1、Chapter 2The business environment1 Analysing the environmentThe environment is everything that surrounds an organisation, physically and socially.Management cannot control the environment, however it influences all aspects of organisational activity and so must be viewed strategically.Organisation m
2、ust consider its environmentGlobal / localGeneral / taskGeneral (or macro) environment influence all organisations indirectly. PEST factorsTask (or micro) environment has a direct impact on the organisation. Five competitive forcesThe environment is a source of uncertainty.Simplicity / complexityThe
3、 variety of influences faced by an organisationThe amount of knowledge necessaryThe interconnectedness of environmental influencesStability / dynamism1.1 The changing environmentGlobalisation of businessScience and technology developmentsMergers, acquisitions and strategic alliancesChanging customer
4、 values and behaviourIncreased scrutiny of business decisions by government and the publicIncreased liberalisation of trade, and deregulation and co-operation between business and government have eased access to foreign marketsChanges in business practices: downsizing,outsourcing and reengineeringCh
5、anges in the social and business relationships between companies and their employees, customers and other stakeholders.QuestionsWhich of the following headings is not part of a normal PEST analysis?A PoliticalB EcologicalC SocialD TechnologicalAnswer:B2 The political and legal environment2.1 The pol
6、itical and legal environmentCommon legal factors in environmentGeneral commercial law (contract, tort)Criminal law (theft, insider dealing)Company law (directors duties, reporting)Employment law (trade union, minimum wage)More common legal factorsHealth and Safety (fire, personal safety)Data protect
7、ion (use of information)Marketing / sales (consumers, advertising)Environment (emissions, waste disposal)Tax law (VAT, PAYE)2.2 The impact of governmentPorter notes several ways whereby the government can directly affect the economic structure of an industryCapacity expansionDemandDivestment and rat
8、ionalisationEmerging industriesEntry barriersCompetitionRegulate the adoption of new products in some industriesNational and EU institutions also affect the operating activities of some organisations2.3 Influencing governmentEmploy lobbyists to put their case to individual ministers or civil servant
9、s.Give MPs (Member of Parliament) non-executive directorshipsTry to influence public opinion, and hence the legislative agenda, by advertisingEU regulations, for practical purposes, take priority over national lawIt is therefore much better to influence the drafting process of new regulations than t
10、o try and get them changed once they have been implemented2.4 Political risk and political changeIn UK, government will publish a green paper discussing a proposed change in the law, before issuing a white paper and passing a bill through parliament.The political risk in a decision is the risk that
11、political factors will invalidate the strategy and perhaps severely damage the firm.2.5 International tradePotentially subject to a higher level of political risk2.6 The European UnionThe European Union operates a single European market, allowing for the free movement of labour, goods and services,
12、and free competitions.Harmonising technical standards, opening up areas such as telecommunications to competition, consumer protection, mutual recognition of professional qualifications and so on.2.7 International trade liberalisation: the World Trade Organisation (WTO)The World Trade Organisation w
13、as set up to promote free trade and resolve disputes between trading partners.The theory of comparative advantage suggests that free trade is the best way to promote global economic growth and, by implication, domestic prosperity.3 Employment protection3.1 RetirementBan ageismRetirement ages for men
14、 and women are being equalised.3.2 ResignationExit interviewPeriod of notice3.3 DismissalStatutory minimum period of noticeA written statement of the reasons for dismissal3.4 Wrongful dismissalThe employer has dismissed an employee however they have breached the terms of the contract. It relates to
15、the method of dismissal.3.5 Unfair dismissalThe employee has been dismissed for an arbitrary reason the onus is on the employer to prove that it was a fair dismissal.3.6 Disciplinary procedures3.7 RedundancyCertain legal minima for compensation offered, based on age and length of service3.7.1 Proced
16、ure for handling redundanciesThe impact of a redundancy programme can be reduced in several waysRetirement of staff over the normal retirement ageEarly retirement to staff approaching normal retirement ageRestrictions on recruitment to reduce the workforce overtime by natural wastageDismissal of par
17、t-time or short-term contract staffOffering retraining and / or redeployment within the organisationSeeking voluntary redundanciesLIFO principleProvide benefits in excess of the statutory minimumProvide advice and outplacement counseling3.8 Equal opportunities4 Data protection and security4.1 Why is
18、 privacy an important issue?4.2 The Data Protection Act 1998Protects individuals about whom data is held. Both manual and computerised information must comply with the Act.4.3 Definition of terms used in the ActPersonal data is information about a living individual.Data users are organisations or in
19、dividuals who control personal data and the use of personal data.A data subject is an individual who is the subject of personal data.4.4 The data protection principlesTo protect individual privacyTo harmonise data protection legislationData Protection Act 1998 principlesdata processed fairly and law
20、fullyobtained for specified, lawful purposesadequate, relevant and not excessiveaccurate and up-to-datenot kept for longer than necessary processed in line with rights of data subjects appropriate measures taken against unauthorised use no transfer to countries where data protection rights not uphel
21、d4.4.1 The rights of data subjectsSeek compensationPut inaccurate data right or wiped offObtain access to dataSue a data userQuestions The Data Protection Act enables organisations to indiscriminately（不加选择地，任意地） utilise information held on all databases. True or false?A TrueB FalseAnswer:B5 Health a
22、nd safety5.1 Importance of maintaining health and safety at workAn employer has legal obligations under UK and EU lawAccidents and illness cost the employer moneyThe companys image in the marketplace and society may suffer5.2 Employers duties Safe work practices / environment Plant / machinery maint
23、ained Training: encourage safe working practices Communication of policies Risk assessments and controls Share information regarding hazards and risks Identify those most at risk Employ competent advisers5.3 Employees duties Take reasonable care Allow employer to carry out duties Not interfere with
24、machinery Inform employer of dangers Use all equipment properly5.4 Accident and safety policiesAccident are expensiveAn employee can sueReducing the frequency and severity of accidentsAccident reporting systemsAccident report formStatistical trendsFollow-upRisk audit or samplingReporting near-misses
25、5.5 Health and safety policyStatement of principlesDetail of safety proceduresCompliance with the lawDetailed instructions on how to use equipmentTraining requirementsSenior managers must set a good exampleQuestionsWhich of the following could be found as a feature of an organisational health and sa
26、fety policy?A Employees medical assessmentsB Detailed instructions on how to use equipmentC The company mission statementD An analysis of employee benefits in kind, including private health careAnswer:BExamplesSlippery or uneven floorsFrayed carpetsTrailing electric leads, telephone cables and other
27、 wiresObstacles (boxes, files, books, open drawers) in gangwaysStanding on chairs (particularly swivel chairs) to reach high shelvingBlocked staircases, for example where they are used for extra storage spaceLifting heavy items without bending properlyRemoving the safety guard on a machine to free a
28、 blockage or to make it run fasterEmployer has a responsibility to conform with relevant Health and Safety legislation in providing a safe environment and training staff to be able to operate in the work environment safelyEmployee has a duty to take reasonable care, report any breaches of healthy an
29、d safety.6 Consumer protection6.1 What is a contract?A contract is a legally binding agreement.This requires an offer made by one party, acceptance by the other party and, in England and Wales (but not Scotland), some consideration passing between them.They do not have to be written or spoken.Sell o
30、f Goods Act 19796.2 Sale of goods and services6.2.1 Implied termsThe effect of delay in performanceTitle, or the sellers right to sell the goodsDescription of the goodsQuality of the goodsFitness of the goods for the purpose for which they are suppliedSale by sample6.2.2 Time of performanceTime is o
31、f the essence6.2.3 Sellers titleThe seller has a right to sell the goods, or will have, at the time of sale.6.2.4 Example: Sellers title6.2.5 Goods to correspond with contract descriptionThe description may be of ingredients, components, age, date of shipment, packing, quality etc.6.2.6 Example: Sal
32、e by descriptionTrade Description Act 19686.2.7 Satisfactory qualityIn the course of business, they should meet the standard that a reasonable person would regard as satisfactory, taking account of any description of the goods, the price and other relevant circumstances.Fitness for all the purposes
33、for which goods of the kind in question are commonly supplied.Appearance and finishFreedom from minor defectsSafetyDurability 6.2.8 Fitness of goods for a disclosed purposeThe goods supplied to be reasonably fit for that purpose, in the course of business7 Social and demographic trends7.1 Population
34、 and the labour marketPopulation affects an organisations supply of labour and hence its policies towards recruiting and managing human resources.Growing populations offer a larger labour marketThe changing age structure of the labour forceWomen are increasing their participation in the labour force
35、7.2 Implications for employersEstablish the labour market the organisation is in (Who do we want to recruit?)Discover the organisations catchment areas (location of potential recruits)Discern the supply side trends in the catchment area labour force (how many school leavers are expected? What is the
36、 rate of growth / decline of local population?)Examine education trends in the areaAssess the demand from other employers for the skills you need Assess whether some of your demand can be satisfied by a supply from other sources7.3 Family life cycleFor marketing people7.4 Social structures and class
37、Members share common features, such as type of occupation, income level, education background and other variables.Some research has been able to relate consumption behaviour to class standing7.5 Socio-economic position, income and wealthSocial class for marketing or planning purposes should be used
38、with caution.Sometimes peoples lifestyle are a reflection of their economic condition in society, not the reason for their position.7.6 Socio-economic statusComparing peoples income is a simple matter. But it is not enough.7.7 Buying patternsDemography and the class structure are relevant in that th
39、ey can be both behavioural determinants and inhibitors.Behavioural determinants encourage people to buy a product or service.Inhibitors are factors that make the person less likely to purchase something.QuestionsWhich of the following is NOT a factor when considering social class?A Educational attai
40、nmentB Inherited wealthC Number of childrenD StatusAnswer:CBuying behaviour is an important aspect of marketing. What is an inhibitor?A An individuals personalityB A factor that makes a person less likely to purchase somethingC An individuals social classD An individuals cultureAnswer:BThe family li
41、fe cycle identifies the various stages through which houshoulds progress.Is this statement true or false?A TrueB FalseAnswer:A8 Cultural trends8.1 Health and diet issues8.2 Impact of health and diet on businessesGrowing market for sports-related goodsEmployee healthNew foodsA market for new sorts of
42、 convenience foodOrganic foods8.3 Women in workOvert discrimination is where one group is treated less favourably than another.Indirect discrimination makes it harder for somebody of a particular group to fulfill requirement.Equal pay for equal work and for equal value8.4 Environmentalism8.5 The bus
43、iness responseGreen productsChanged practicesLimitsEducation and confusionEnvironmental impact assessmentsQuestionsWhich of the following provides an example of indirect discrimination?A When one group is treated less favourably than anotherB When conditions are imposed, with which a substantial pro
44、portion cannot complyC When a person is penalised for giving information or taking actionD The use of threatening, intimidarory, offensive or abusive language or behaviourAnswer:B9 The impact of technology on organisations9.1 Organisation structureNew structures throughDownsizingDelayeringOutsourcin
45、g9.1.1 Span of controlAbility of the managerAbility of the subordinatesNature of the taskThe geographical dispersalThe availability of good quality information9.1.2 Tall and flat organisations9.1.3 Organisation structure and information systemsRelated9.2 Other effects of IT on organisations9.2.1 Rou
46、tine processing (quicker routine processing)9.2.2 Digital information and record keeping (digital information easily sorted)9.2.3 Employment issues (employee skills base changing)9.2.4 Technological change (continued change to keep up)9.2.5 Customer service (customer service enhanced)9.2.6 Informati
47、on markets (information as a commodity)Information is a commodity which can be bought, sold or exchanged.9.2.7 Developments in communications (Email, voicemail, video-conferencing)9.3 IT and the employee / employer relationshipReduced need to follow the chain-of-commandInformation overloadNature of
48、workClose business relationships regardless of geographical locationMore flexible working arrangementsGreater monitoring and controlDelayeringDownsizing9.4 Homeworking and supervisionTelecommuting 9.5 OutsourcingThe contracting out of specified operation or services to an external vendor9.5.1 Types
49、of outsourcingAd-hocProject managementPartialTotal9.5.2 The advantages and disadvantages of outsourcingAdvantagesRemove uncertainty about costLong-term contracts encourage planning for the futureEconomies of scaleA specialist organisation is able to retain skills and knowledgeNew skills and knowledg
50、e become availableFlexibility (contract permitting) DisadvantagesInformation and its provision is an inherent part of the business, too important to be contracted outConfidential information, riskyNo onus upon internal management to keep up with new developments or to suggest new ideas Locked in to
51、an unsatisfactory contractUnawareness of the potential costs and benefits of IS/IT within the organisationQuestionsWhich of the following is not likely to effect an organisations span of control?A Nature of the taskB Age of the organisationC Ability of the managersD Availability of good quality info
52、rmationAnswer:BBusiness automation often results in the loss of jobs for members of middle management. This is known as:A DownsizingB DelayeringC OutsourcingD DegradingAnswer:BWhat does the term information market refer to?A The transfer of information between networks and systems can be carried out
53、B Systems are likely to be superseded by newer onesC Any user can share or exchange informationD Information is a commodity which can be bought, sold or exchangedAnswer:DWhich of the following is NOT a potential disadvantage of outsourcing?A An organisation may find itself locked in to an unsatisfac
54、tory contractB There is no onus upon internal management to keep up with new developmentsC Certain functions may be too important to be contracted outD There is often a long-term contract where services are specified for a fixed priceAnswer:DWhich of the following provides an example of ad-hoc outso
55、urcing?A Employing programmers on a short-term contractB Ongoing website managementC A third party owns or is responsible for equipment and staffD Contractual hardware maintenanceAnswer:A10 Environmental factors10.1 Significance of environmental effects10.2 Impact on environment of economic activiti
56、esEnvironmental footprint is the impact that a businesss activities have upon the environment including its resource environment and pollution emissions.Depletion of natural resourcesNoise and aesthetic impactsResidual air and water emissionsLong-term waste disposalUncompensated health effectsChange
57、 in the local quality of life10.3 Impact on organisation of environmental costsDirect or indirect environmental costsWaste managementRemediation costs or expensesCompliance costsPermit feesEnvironmental trainingEnvironmentally driven research and developmentEnvironmentally related maintenanceLegal c
58、osts and finesEnvironmental assurance bondsEnvironmental certification and labellingNatural resource inputsRecord keeping and reportingContingent or intangible environmental costsUncertain future remediation or compensation costsRisk posed by future regulatory changesProduct qualityEmployee health a
59、nd safetyEnvironmental knowledge assetsSustainability of raw material inputsRisk of impaired assetsPublic / customer perception10.4 Social impacts of activities10.4.1 Stakeholder expectationsIncreasing expectations of stakeholders10.4.2 Reputation riskIncreasingly a business must have the reputation
60、 of being a responsible business that enhances long-term shareholder value by addressing the needs of its stakeholders.10.5 Corporate social responsibility and risk managementSustainability can be approached from a perspective of risk management, seeing corporate responsibility issues as providing o
61、pportunities as well as dangersUnderstanding the presentEnvisioning the futurePlanning the journeyPlanning and buildingExecutionReview and revisionReporting and communicatingAssuring internallyAssure externally11 Competitive forces11.1 SWOT analysis11.1.1 Internal appraisal: strengths and weaknesses
62、Strengths should be exploited by suitable strategiesWeaknesses should be improved by suitable strategiesTo shape the organisations approach to the external world11.1.2 External appraisal: opportunities and threatsOpportunitiesWhat opportunities exist in the business environment?What is their inheren
63、t profit-making potential?Can the organisation exploit the worthwhile opportunities?What is the comparative capability profile of competitors?What is the companys comparative performance potential in this field of opportunity?ThreatsWhat threats might arise to the company or its business environment
64、?How will competitors be affected?How will the company be affected?11.2 Using a SWOT analysisThe organisation can develop resource-based strategies which enable the organisation to extend the use of its strengths.The business can develop positioning-based strategies, to identify what opportunities a
65、re available and what the firm has to do exploit them.12 Converting resources: the value chainCompetitive advantage arises out of the way in which firms organise and perform activities to add value.12.1 Value activitiesValue activities are the means by which a firm creates value in its products.12.2
66、 Example12.3 The value chainPrimary activities are directly related to production, sales, marketing, delivery and service.Inbound logistics: receiving, handling and storing inputs to the production system: warehousing, transport, inventory control and so onOperations: convert resource inputs into a
67、final productOutbound logistics: storing the product and its distribution to customers: packaging, testing, delivery and so onMarketing and sales: informing customers about the product, persuading them to buy it, and enabling them to do so: advertising, promotion and so onAfter sales service: instal
68、ling products, repairing them, upgrading them, providing spare parts and so forthSupport activities provide purchased inputs, human resources, technology and infrastructural functions to support the primary activities.ProcurementTechnology developmentHuman resource managementFirm infrastructureLinka
69、ges connect the activities of the value chain Activities in the value chain affect one another.Linkages require co-ordination.12.4 Value systemActivities and linkages that add value do not stop at the organisations boundaries.A firms value chain is connected to what Porter calls a value system.Quest
70、ionsWhat does a Value Chain not identify?A Internal strengths and weaknessesB Positions in the marketC Benefits from internal linkagesD How the generic strategy is supportedAnswer:BValue _ are the means by which a firm creates value in its products.Which word correctly completes this sentence?A Inpu
71、tsB ActivitiesC PromotionsAnswer:BWhich of the following is NOT related to inbound logistics?A WarehousingB Providing spare partsC TransportD Inventory controlAnswer:BWhat are the primary activities identified in the diagram of the value chain?A Procurement, technology development, HR management, fi
72、rm infrastructureB Inbound and outbound logistics, operations, marketing and sales, after sales serviceC HR management, infrastructural functions, logistics, marketing and salesD Production, sales, delivery, technology development, HR managementAnswer:B13 Competitive advantage Porters five forces mo
73、delFive competitive forces influence the state of competition in an industry, which collectively determine the profit potential of the industry as a whole.13.1 The threat of new entrants ( and barriers to entry to keep them out )The strength of the barriers to entryThe likely response of existing co
74、mpetitor to the new entrant13.2 The threat from substitute products13.3 The bargaining power of customersHow much the customer buysHow critical the product is to the customers own businessSwitching costsWhether the products are standard itemsThe customers own profitabilityCustomers ability to bypass
75、 the supplierThe skills of the customer purchasing staff, or the price-awareness of consumersWhen product quality is important to the customer, the customer is less likely to be price-sensitive, and so the industry might be more profitable as a consequence13.4 The bargaining power of suppliersWhethe
76、r there are just one or two dominant suppliers to the industry, able to charge monopoly or oligopoly pricesThe threat of new entrants or substitute products to the suppliers industryWhether the suppliers have other customers outside the industry, and do not rely on the industry for the majority of t
77、heir salesThe importance of the suppliers product to the customers businessWhether the supplier has a differentiated product which buyers need to obtainWhether switching costs for customers would be high13.5 The rivalry amongst current competitors in the industryThe intensity of competitive rivalry
78、within an industry will affect the profitability of the industry as a whole.QuestionsWhich of the following is not a competitive force in Porters 5 forces model?A Potential entrantsB Supplier powerC Substitute industriesD InfrastructureAnswer:DThe strength of the threat of a new entrant into an indu
79、stry can depend on?A The price awareness of consumersB The likely response of existing competitors to the new entrantC How much the customer buysD How critical the product is to the customerAnswer:BWhat does Porter analyse the micro environment into?A Generic competitive factorsB Five competitive forcesC PEST factorsD Product/market strategiesAnswer:BSUMMARY
