商务文化策略.docx

商务文化策略.docx

《商务文化策略.docx》由会员分享，可在线阅读，更多相关《商务文化策略.docx（16页珍藏版）》请在冰点文库上搜索。

商务文化策略

F7J735:

BusinessCultureandstrategy

Assessment1

Assessor:

QingchunMa

Candidate:

WenzhiDuan

Words:

4587words

SCN:

157042211

Submitteddate:

22-4-2016

TableofContents

1.0Introduction…………………...………………………………………………….2

2.0Externalenvironment……………………………………………………………2

2.1PESTELanalysis……………………………………………………………..2

2.2SWOTanalysis……………………………………………………………….3

2.3GuidelinesforconductingSWOTanalysis…………………………………4

3.0Organizationalculture………………………………………………..……….…6

3.1Organizationculture,“sharedvalue”,“takenforgrantedassumptions”..6

3.2Amodeloforganizationalculture………………………………….………..7

3.3Organizationalcultureandorganizationalbehavior………………………7

3.4Analternativemodeloforganizationalculture…………………………….8

4.0Businessstrategy……………………...………………………………………….9

4.1Fourpossiblestrategies…………………………….………………………..9

4.2Benefitsofthestrategy……………………………………………………..10

4.3Analternativestrategy……………………………...………………………11

4.4Twofactorsinfluencingbusinessstrategy…………………………………12

4.5Businessstrategyandstrategicchoice……………………………………..12

4.6Keyissuesinthemanagementofbusinessstrategy……………………....13

5.0Change……………………………………………………..……………………13

5.1Forcesforchange…………………………….……………………………..13

5.2Thefactorleadingtochangeintheorganization…………………………15

5.3Dealingwithchange…………………………………………………..……16

5.4Analyzingachangesituationandoveringresistancetochange…….16

6.0Conclusion……………………..………………………………………………..17

Referencelist………………………………………………………………………..18

1.0Introduction

ThisreportintroducestheexternalenvironmentthroughPESTELanalysis,andSWOTanalysis;andorganizationalcultureandorganizationalbehaviour.Thisreportalsodescribessomeinformationofbusinessstrategy,andanalysisoftwodifferenttypes’changesfortheorganization.

2.0Externalenvironment

2.1PESTELanalysis

PESTanalysisreferstoaframeworkfortheusingofmacroenvironmentalfactorsinstrategicmanagementofenvironmentalscanningponents.（SQA,2006）

Political/legalfactorsrefertomanykindsoflaw,whichcanaffecthowapanyoperates,itscosts,andthedemandforitsproducts.Basedonthecase,the‘tiedhouse’systemhadbeenbrokenbytheMMCwhichlimitedthenumberofpubswhichabrewercouldoperate.JDWetherspoonhastoobeythelegalofMMC.

Economicfactorincludeeconomicgrowth,interestrates,exchangerates,inflationrate,whichhasgreatlyaffectshowbusinessesoperateandmakedecisions.（SQA,2006）Fromthecase,onlypubsselldrinksbefore,butnowsupermarketandlotsofnewpubsbegansellingdrinks,atlowerpricesduring2002-2004.Withtheincreasingofsupplies,thesellingpriceofdrinkinwholeareawillbedecreasedasademandofdrinksisfixed.ThiseconomicfactorhashugeimpactonJDWetherspoon’ssellingprice,marketshare,andotherimpactthatmakesitdifficultforpanytopeteonprice.

Socialfactorsincludetheculturalaspectsandhealthconsciousness,populationgrowthrate,agedistribution,careerattitudesandemphasisonsafety,whichaffectthedemandforapany'sproductsandhowthatpanyoperates.Peoplepaymoreconcernabouttheirhealth,andallpubsandrestaurantsinUKarenon-smokingplaces.Duetothissocialtrend,JDWetherspoonsetspaceineachestablishmentwastobenon-smoking.

Technologicalfactorsincludetechnologicalaspects,whichcandeterminebarrierstoentry,minimumefficientproductionlevelandinfluencetheoutsourcingdecisions.JDWetherspoondevelopedanewbrandcalled‘LloydsNumberOneBar’whichhasvarioushigh-endtechnologicalequipments,suchasplasmascreenstoshowTVprogrammestosatisfiedpeople’sneeds.

2.2SWOTanalysis

SWOTanalysisinvolvedinaprojectorinabusinessundertaking.Itinvolvesspecifyingthecurrentpositionandidentifyingtheinternalandexternalfactorstoachieveorganisationalgoals.StrengthsandWeaknessesareinternalfactors,OpportunitiesandThreatsareexternalfactors.（SQA,2006）

Strengthsarethebusinessorprojectsthatgiveitanadvantageoverothers.Weaknessesarethatplacethebusinessorprojectatadisadvantagerelativetoothers.Opportunitiesareelementsthattheprojectcouldexploittoitsadvantage.Threatsareelementsintheenvironmentthatcouldcausetroubleforthebusinessorproject.

Strength:

JDWetherspoonhasatrainingpolicytoprovidetrainingopportunity,andmittedtolifelongtrainingforemployees.Goodqualityemployeesisoneofstrengthsfortheenterprise,whichcanhelpJDWetherspoondevelopbetter.

Weakness:

JDWetherspoonhastobuildfromscratchwhenitenteredintoahotelchain.Thepanylackexperiencewhentheyenteredintoanewarea.SoitisweaknessofJDWetherspoon.ItrequiresJDWeherspooncostalotontheirfinance,time,andhumanresourcestodevelopasotherpubs.

Opportunities:

JDWetherspoonneedtochoosetobetweenbrewingandretailer,JDWetherspoontookthisopportunityasaretailertobuildfromscratch.After‘tiedhouse’systembrokenbyarulingfromtheMMC.JDWetherspoongotthelicensetradewhichcouldprovideopportunitiesforJDWetherspoontoenlargethebusiness.

Threats：

In21stcentury,JDWetherspoonwasfacingmuchmorepetition;thenumberofincreasingnumberofpubscausedthemarketover-supplied.ItwillaffecttheJDWetherspoon’sprofits.ThusJDWetherspoonhadmorestressasitsthreats.

2.3GuidelinesforconductingSWOTanalysis

Businessenvironmentinfluencethepanyalot.S&Wareinternalfactors,andtheyalwaysdependonwhatthefirmshasdoneinthepast.Managersneedtoidentifythembasedoninternalenvironment.Forexample,JDWetherspoonhasgainedconvenientlocation,goodreputation,andstaffloyalty.ThesearetheinternalfactorswhichcanidentifiedtheS&W.

PESTELcanbeusedtoidentifyO&Tformacroenvironment.Inotherword,JDWetherspoon’smanagesneedtoidentifyO&TforthepanyfirstlywithPESTELanalysis.

CurrentS&WmaybaseontheresultofpastO&T.Thegovernmentlimitedthealcoholprovidedbypubs,itwillbetheTfortheJDWetherspoon.JDWetherspoonnowreducethecontentofcocktailforcustomers,itwouldhelpthepanyenjoyahighreputationonagainstdrinkproblem.Then,ithasbeetostrengthforthepany.

S,W,O,Tischangingovertime.Tobeginwith,JDWetherspoondidnothaveTVandservecrispsasadissimilaritywithotherpubsisSforJDWetherspoon.Butnowpeoplerealizedtheimportantofhealthy,sotheydidnotpreferjunkfoodanymore.Atthesametime,theydidnothasTVcausedthepanylostthepetiveness.ThereforeitbecametoaWinthatperiod.ButthepanyhasTVlateron,andhelpJDWetherspoonwinthepetitivepower.SoitbeesSin2002.

SWOTanalysisisimportanthelpthepanytoidentifythesituationsubjectively.Itdoesnotdeterminethestrategy,butitusuallybetakenaccountwhenthepanyneedstomakesstrategybeemoreefficiency.

Theorganisationshouldtakeconsiderationonalloffourelementstogether,theyshouldnotpaytoomuchattentiononWorTonlyiftheywanttotakesomemeasuresaccordingtoSWOTanalysis.ManagersshouldfindsolutiontoovereWandT,andturntheWandTbeetoSandO.Andalso,thepanyshoulduseits’strengthandcatchtheopportunitytogetpetitiveadvantagesanddevelopbetter.

3.0Organizationalculture

3.1Organizationculture,“sharedvalue”,“takenforgrantedassumptions”

Organizationculturereferstoasystemofsharedmeaningbetweenmembersofanorganizationorthewaywedothingshere.Cultureisasymboloforganizationwhichdiscriminatedfromanother,includesartefacts,espousedvaluesandbasicunderlyingassumptions.

Sharedvaluesaretheorganisations’statedvaluesandrulesofbehavior,whichincludesmanyelementssuchasstrategies,goals,slogans,andmissionstatements.JDWetherspoonthinkspeoplearebestassetsofthepany,andgivepeoplelifelongtrainingopportunities.Eachemployeesrecognizesthisvaluewithintheorganization.Sothiswaywillformasharedvaluethatemployeescanbedevloped.

Takenforgrantedassumptionsaremoreinformalanddevelopovertimetocreateanunseenandunopenedruletogivemanagersdirection,andleadtheemployeesperceivethingsmorecorrectly.JDWetherspoonhastoiletsforcustomerswithdisabilities.Theremaynothaveanydisabledcustomerusethetoilet,butiftherehasdisabledcustomer,theycanusethetoilet.JDWetherspoonhasalreadyconsideredaboutthethingswillhappened.

3.2Amodeloforganizationalculture

TerrenceDealandAllanKennedy’sculturemodelshowsthatdifferenttypesoforganization,havedifferentreceivingfeedbackorrewardspeed,andriskstheorganizationshouldtake.DealandKennedyisimportantfororganizationmanagement,andthiscultureissuitableforJDWetherspoon.

Workhard/playhardcultureismostsuitableforJDWetherspoon.Thiscultureencouragethestaffpletedthelowrisktaskandhasrapidfeedback.Asachainof44pubs,JDWetherspoonneedsimmediatelyfeedback.Forexample,theirfrequencyweeklymeetingandbroadmeetingcouldletmanagementreceivefeedbacksimmediately.AndifthereisanyissuesofJDWetherspoon,managementletemployeesparticipatetodiscusstheissueimmediately.Thus,thepanyhashighspeedaction.Therefore,theimmediatelyfeedbackandhighspeedactionwillleadgood-qualityworkandhigh-qualityserviceforcustomers.Theemployeesarepromotedinternal,andthehumanresourceinthepanyisstable.Itisfamiliarofthepanytogetknowthebackgroundofemployees.Sotheriskislow.

3.3Organizationalcultureandorganizationalbehavior

Organizationalculturereferstoasharemeaningsystemamongeachmemberintheorganizationorthewayofdoingthings.（SQA,2006）O