Mergers and acquisitions cannot be allowed to take place in the business environment uncontrolled, as they pose serious threats to the economy and society at large. On the other hand, they cannot be stopped outright as they also have some positive attributes. You are required to analyse the accompanying Case Study and write an analytical business report that covers the following three tasks:
• Discuss the benefits and drawbacks of mergers and acquisitions to the business environment.
• Examine and evaluate the laws governing Mergers and Acquisitions in the UK.
• Discuss how Shell Plc (the oil company) can practise CSR to improve the quality of life in the society in which they operate and the wider business environment.?
The business organization is based out of its unique structures which help the business to give the best of services to the people with its policy and structures. The Tesco from UK, the major in the retail store segment is been selected to express the organization structures ad policy that helps the business to extract the best of mileage from the market that it operates in. MacQueen and Miller (1960) suggest that having solid organizational policy makes the working of the business efficient where all knows what to do in which situation thus helping the clients and the business mutually. The policies are the set of boundaries that the business set to have the operations standardized and the business processes have an identical flow in each case. Hence, it can be said that the business implements the policies and structures in accordance to the operational affectivity in the mark of oligopoly which makes it distinct from others. The policies and structure also ensures the effectiveness and management controls over the business process. Tesco the retailer is been chosen to illustrate the policies and organizational structure that it follows in the business conduct, in the report.
The retailers business is a unique business that has its own deportation, controls and operational needs separate from those of other businesses. A retail business comprise of stocking, attracting clients, selling ad keeping records of the same and replenishing the goods sold for future sales. The various departmental coordination is supposed to give a brief of how the business is ran from the business point of view. This also makes the scope for new organizational affectivity and business processes as suited for the kind of transaction that is done in retails. Tesco is a classical example of the departmentalization and structures therein for the suited deliveries with utmost consumer satisfaction. Thus the best of its affectivity in operations is seen in the way they have devised the organizational structure and thus people allocation for the same. The retails makes the mind turn to a different set of operational hierarchy where the best is obtained from the multi talented sales force and structural policies of the organization. The each organization is discussed in brief with the business terminology applicable for those (De Clercq et al. 2013).
The finance plays a pivotal role in making the organization competent to monitor its finances and allocate the ever changing budget in respect to the profitability with changes as needed. The policies are guided by the broader aspect of financial gains that the business wishes to have with certain change in the secondary financial planning to gain the primary target. The secondary adjustments are made by implementing the product line as primary target of sales that given the maximum profits in same products of different brands. The control of expenditure, the discount scheme, the free gift schemes are all made and needs meticulous judgement of finance before placing it for sales. Further finance also have a role that is statutory in declaration to employees and government about the earnings and mechanisms in place to calculate them. All this balances are in place to get a accurate reading of the financed and sales tally by the senior management to get a scheme of their future desire on practice (Anyadike-Danes et al. 2005).
This tool of internal survey plays a pivotal role in defining responsibility of each stuff so that the authorities as well as the clients are aware of it in case of a mishap. New policies or schemes are based on the internal surveys where both employee and clients take part at Tesco. The responsibility fixing, chain of command, hierarchy, new policy communication issues are part of the survey and make a place in the survey report. This not only helps the organization but also aids the people working in an efficient manner where they understands and appreciates the need for the change as recommended and work towards personal benefits. The survey also means that the idea those people working in the business have are being expressed. The best feedback that may come from a person have the ability to turn the business wheels in its favour or have the capacity to improve upon the practices ad gain more consumer satisfaction. The other implication is that this survey gives a great implication of the services served and thus the structural and cultural sect of the organization (Rakowska et al. 2015)
The organization of Tesco is dependent upon its structures for a smooth functioning. The functioning has developed its structures which later controlled the structure to gather and implement the desired out of people. Thus performance evaluation is the key to implement the desired while organizational performance stability is a donation of the organizational performances. The day to day operations needs clarity of responsibility and duties which are further classified in hierarchy that determines who takes what decision and who is responsible for what. This has the duel effect of assignment of task and evaluation of results (De Clercq et al. 2013). The past performances can be well established with present changed performance standards to have an idea of the progress or change for betterment the organization has made. However, success or failure of a policy is time and trial dependent, so the same can be measured and determined with a solid evaluation process that helps the managers to see the difference achieved with the changed agenda. The performance may be dependent upon many issues, especially on what the strategic achievement that the business leaders wish to achieve. It may be on sales volume, new consumer generation, product sales, profit making like quantum on which the performance management of organization is build.
The impact to organization is the changes that the processes have made to the business processes and the profit making or operational structure of the business with the implementation. This evaluation is not a short time job but needs meticulously calculating the past performance with the present needs of business to come to a conclusion of how well the performance is in the business. Thus the impact on organization can be determined by the change that the processes have brought in that can be denoted by numbers to conclude how successful the efforts were. When the change sought is in the production the amount of increase in production rate, the benefits of the same can be found or the targeted sales or shopping pattern changes can also be measured with numerical if the calculating aspects is quantified by the increase in segment that it could draw towards itself with such difference in quantifiable results. The benefits calculated would be the key determinant of the segment. Thus the structural policy change is determinant from the various decisions that the business undertakes and thus the productivity too is dependent in terms of profit making on the set hierarchy f the retail business (Foshay et al, 2013).
The organizational structures of Tesco is there to give an impression on what and how the business is planning to have its operations in respect to the existent market conditions. The organizational culture is well dependent on the same as they closely represent the number of people employed and the job role of each in having the overall business objectives met. Functionally, divisionally and structurally the differences are met depending upon the responsibility and area the manpower is given to manage. The knowledge level and expertise is thus equated on those lines too to determine what the specific area has achieved what and what is expected more out of the areas identified. The manpower and the role of the same in such a case is also pre determined by the business so that it have a clue about what to expect from whole and whom to ask for what. The performance management tools of the Tesco’s business are also closely tied with the identified hierarchy so that the determination of role and its performance is judged in an efficient manner and do not have a holistic approach that de-motivates the performer. Again, the structure determines who reports whom and regarding what making the relationship of repartee with the boss even and measured. The organization has devised its work policies and norms to determine the role of the change adoption, performance enhancement, new training, area specific role through the increased flexibility and clarity of organizational structures (Lindgreen and Hingley, 2003).
The factors those determines the individual behaviour is the personality, attitude of service to the consumers and leadership styles that suites the personnel as well as operations of the section of the operations. The Tesco UK have a standardized policy of determining the roles and responsibilities of each section and job processes where the people and the hierarchy is set likewise to support the work and operations of the business. The different leadership style of people also determines the kind of people that the organization has to undertake while enhancing the departmental performance. The lowing of absenteeism, increased motivation to perform, innovation for better output are all the organizational structure formulation gifts which the business undertakes in the organizational development of the business in the short and long term keeping the crunch of other performers in mind. The balance of rewards too is being determines in the same process that is complementing the designed structure and operations. It also gives a overall clarity of roles and responsibilities giving the people the integration under one Tesco umbrella to give the best of efficiency and get rewarded and help the business to perform its level best (Lindgreen and Hingley, 2003).
Conclusion
The approaches those determines the Human resource intervention in forming the distinct differences of position, job role and its execution in terms of who is responsible for what is the approach of Tesco management. The human relation approaches, social system approach, the relationship between people in the group and the contingency shifts are all pre-determined in the case of Tesco that gives it the added advantage to business. It gives a clarity to the business of what to do when to do and who is supposed to do a particular in the time of need. Thus the people are aware of their roles and responsibilities and are thus responsible for the same. This keeps ambiguity of performance out while keeps the business and situations there in controlled with a strict of to do and responsibility chain. It’s been set under the Maslow’s theory of hierarchy and Herzberg’s two factor theory so that the people are aware of there roles and performs with utmost care of those roles and responsibilities so that as per the Vroom’s expectancy theory the operation sees no break of protocol while performing its daily job.
List of References
Anyadike-Danes, M., Hart, M. and OReilly, M. (2005). Watch that Space! The County Hierarchy in Firm Births and Deaths in the UK, 1980–1999â€ÂÂ. Small Bus Econ, 25(3), pp.273-292.
De Clercq, D., Lim, D. and Oh, C. (2013). Hierarchy and conservatism in the contributions of resources to entrepreneurial activity. Small Bus Econ, 42(3), pp.507-522.
Foshay, N., Boyle, T. and Mather, J. (2013). A Hierarchy of Metadata Elements for Business Intelligence Information Resource Retrieval. International Journal of Business Intelligence Research, 4(4), pp.33-44.
Lindgreen, A. and Hingley, M. (2003). The impact of food safety and animal welfare policies on supply chain management. British Food Journal, 105(6), pp.328-349.
MacQueen, J. and Miller, R. (1960). Optimal Persistence Policies. Operations Research, 8(3), pp.362-380.
Rakowska, A., Valdes-Conca, J. and de Juana-Espinosa, S. (2015). Affecting Factors of Public Employees Ganizational Commitment. ijsr, 3, p.5.
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