Archive for April, 2010


Issues about structure are recurring matters of debate and dispute in most businesses. This is because they include matters relating to departmental and sectional groups, the pattern of reporting relationships, the cycle of meetings, information systems, and rules and procedures. A business might be structured in various ways: by function, by product, by service or by geography.

As is the case with most aspects of business, it is unlikely that there is any one ‘best’ model for structure. You would not expect businesses with a professional orientation, such as a legal or medical practice, or a not-for-profit business such as a church or theatre company with a strong values base, to have the same business or management structure as a supermarket or high street bank. The structure of a co-operative would enable the broad-based participation and involvement of its members, while a legal practice would need a more collectivist or collegiate structure. The challenge facing all types of businesses is to develop a structure that recognises what is required while still achieving an efficient use of resources and providing effective services to customers.

Whatever the business, however, structure is pivotal in the relationship between task (what the business does) and process (how the business does it). It is through the medium of its structure that the values, commitments, purposes and aspirations of the business are implemented. Structure has to translate values and processes into a practical, working reality – and to do this while delivering profit to its owners and value to its customers. Functional structures might work best when departments need regular communication with each other. However, a disadvantage may be that functions and the people who work in them may become rather insular.

Structuring by product or service can help to achieve better responsiveness to customer needs, although it might mean professional or functional expertise becomes fragmented. A geographic structure has advantages for a large international business because there are likely to be differences between the markets it serves. There are also likely to be language and cultural differences. However, structuring by location may be problematic in terms of communication and information flows, and support functions such as finance and ICT may have to be duplicated.

SWOT
• STRENGTHS
• WEAKNESSES
• OPPORTUNITIES
• THREATS
Analysing these gives businesses an overview of their position in relation to their external environment. The strengths and weaknesses of a business arise from its internal environment; that is, resources and their use, structure, culture and the different business functions. Which strengths a business decides to build upon and which it seeks to minimise depends on the impact of opportunities and threats from the external environment. Once the external influences on a business have been identified, they can then be judged to be either a threat or an opportunity and can be dealt with, or taken advantage of, as appropriate.

One method of undertaking a SWOT analysis is to consider strengths, weaknesses opportunities and threats in relation to four key business functions: marketing, operations, human resources and finance.

It is very easy to take a basic view of the relationship between business and society. On one hand, some people argue that the aim of business is to do good in the world. On the other hand, some economists claim that the business of business is simply to make profits and it’s not for business managers to make judgements about the needs of society, that is the concern of others, such as politicians. Like most simplified views, these are probably both wrong, or at least overstated. The reality is that society and business depend on each other – businesses are part of society and vice versa – and, like all forms of interdependence, this provides benefits, but also imposes obligations on both parties.

The role of business is largely economic. Unless a business performs its economic functions it will not have the resources to perform other roles, nor will it survive long enough to be an agent for any form of change. Businesses live to produce goods and provide services that society wants and needs, at a profit, and they can’t take on additional responsibilities unless they perform these tasks successfully. At the same time, business depends for its survival and long-term prosperity on society providing the resources – people, raw materials, services and infrastructure – which it needs to operate profitably. Society provides other, less corporeal, inputs to business. Which include a means of exchange (money); a legal system that is effectively policed and enforced; defence and trade arrangements.

These, in turn, depend on the members of the society supporting the values and norms that the business endorses. There is an unspoken contract between businesses and the communities in which they operate. A business is expected to create wealth, supply markets, generate employment, innovate and contribute to the maintenance of the community in which it is situated. Businesses, including their shareholders and other stakeholders, depend on the communities in which they operate for their existence and prosperity. The fundamental role of business is to provide the means by which the needs of the community are met, in the form of goods and services, jobs and income from taxes paid by the companies and their employees. The infrastructure on which industry depends requires long-term commitments (hospitals, schools and so on), and communities expect that businesses will match this with long-term investments. Business is also required to act legally and responsibly with respect to health and safety at work, employment conditions and environmental issues.

How do businesses in practice reconcile the demand for greater profit, lower costs, or ‘more for less’, with the interests of society to secure employment, protection of the environment and tax income? The degree of conflict between maximising profit and serving the interests of the community will depend on the type of business and its relationship with the community. If it is a major employer in the area, or a major customer of local suppliers, then its actions are going to have a substantial impact on the community. The community is a major stakeholder, and there are correspondingly serious obligations on the business to consider the interests and views of the local community when making decisions. This is likely to be in its interests because it will probably depend on local support for business plans. However, increasing globalisation can weaken a business’s ties with its local community. Its headquarters may be in one country, its plant managers from another, its suppliers from yet another, and its profits accounted for in whichever country it is most tax efficient to do so.

It is important that there is communication between the business and its stakeholders. This can be at both the formal and the informal level. Many businesses, for example, encourage their employees to participate in local activities. Typically, companies are good at communicating when they want something, such as planning permission, but allow communication links to lapse when there are no pressing needs.
Many decisions that may seem quite trivial to a business may be of great importance to the local community. An example would be the routeing of delivery trucks. Unnecessary bad feeling can be avoided if the community’s interests are taken into account.

Environmental issues often create tension. Businesses may seek to operate to the lowest legally permissible standards, and may thereby create distrust and suspicion among local residents. On the other hand, local opposition may be voiced through pressure groups that are overtly anti-industry and whose arguments are therefore instinctively rejected by companies, even when they express valid concerns.

The definition of a stakeholder is people or groups who have legitimate interest in activities of businesses and other organisations in their society.
The stakeholder concept is important for 2 main reasons. Firstly it emphasises the fact that stakeholder groups have differing interests. Secondly it highlights the relationship between businesses and their external environment.
There are 4 points that also need to be kept in mind when thinking about stakeholders:

• All businesses have internal stakeholders. They also have external stakeholders these are usually either strongly linked or affected by the business.
• A pretty obvious fact considering that stakeholders are human beings is that they can have differing interests which may conflict
• Culture, structure and control systems within a business will determine how conflicts, or trade-offs, are resolved, and in practice the interests of one stakeholder group often have a dominant position.
• Some stakeholder interests are protected by law, but not all. The interests of other stakeholders are protected, if at all, only by regulation or management discretion whereas owners and shareholders are protected by property and company law.
All businesses have difficulty balancing the interests of their different stakeholders, mainly when the political reality is that different groups have varying amounts of power. Such as:

• Commercial businesses have structures that recognise the dominance of shareholders. However, the legislative and regulatory environment, over, for example CO2 emissions, is increasingly imposing constraints to protect the interests of the other stakeholder groups.
• Voluntary organisations are typically less tightly structured, and priorities may depend on the power of their management committees or trustees. Employees may exhibit greater dominance than those in the commercial sector.
• Government bodies are answerable to taxpayers and to service users, both of which are represented by elected representatives (politicians); in some instances, the reality is that the dominant stakeholder is the employee.