Understand the Organisational Purposes of Businesses - Essay Example

?Understand the Organisational Purposes of Businesses Table of Contents Article 1 3 Article 2 5 Article 3 8 References 11 Bibliography 13 Article 1.1 From a generalised point of view, organisations can be classified into three categories on the basis of purposes which are public, private and charitable. There are certain business and operational aspects which make these organisations different from each other. In order to be successful, for every kind of organisation irrespective of their categorisation as public, private or charitable, the purposes must be identified, i.e. what the organisations desire to accomplish in its future performances and in what ways they intend to achieve their anticipated purposes. Thus, several organisations intend to develop a mission statement which concisely ascertains the key purpose of the entity specifying the reason for its existence in the market (Cuedirectory, 2010). Public organisations: The public organisations are budgeted and operated by the government and are often termed as state controlled business entities. The key purpose of this kind of organisations is to serve the public offering quality services at minimum costs. In public organisations, funds are at times provided liberally for the improvement of the society. In other words, the public organisations encompass social well-being. Organisations of public sector majorly comprise educational establishments, heath services, national defence & safety sectors and finance segments among others. There are several public organisations which deliver essential services free of cost or below the usual rate. However, certain public organisations also aim toward increasing the revenue along with concentrating on providing quality services to the people (Cuedirectory, 2010). Private organisations: The private organisations concentrate on the customers, employees and expenses of their products and/or services which can provide value for money. Private organisations focus on providing products and/or services to the customers with the primary purpose of earning a sustainable amount of revenue by increasing the amount of its sales, minimising its operational expenses, raising its market share and expanding its business (Pearson Education Limited, 2012). Charitable organisations: The third common type of organisation is the charitable establishments. It is also termed as ‘non-profit’ or ‘voluntary organisations’ which concentrates largely on providing services. The main purpose of the charitable sector is to raise finance from several sources which can be used for supporting a particular social concern such as education for poor or food for needy people among other services. Charitable organisations aim at making surplus from the businesses in order to reinvest for certain generous purposes. Unlike private organisations where customers are provided with high priorities, charity or social organisations provide priorities to the unprivileged group of people. Charity organisations basically demonstrate the portion of money which is used for donation purposes through financial statements (Pearson Education Limited, 2012). It can also be observed that the public and private organisations provide several monetary supports to the charitable organisations through or without strategic alliances in order to accomplish their individual social welfare objectives. Each kind of organisation has certain contribution to the society and economy as a whole. Contextually, it is worth mentioning that all kind of organisations need to carry out certain functions in order to ensure that the business runs efficiently performing its operations in relation to administration, marketing, production, customer service and research & development. These functions develop a linkage between the aims of the business with the strategies implemented to accomplish those purposes (Pearson Education Limited, 2012). Article 1.2 Northumbria Police Authority (NPA) is an independent organisation in the UK which provides persuasive quality and available police services by identifying the requirements of people in order to improve the confidence level amid the society minimising crime as well as disorder rate. The organisation operates in six geographical regions and is also considered as one of the biggest police forces in the England and Wales regions (Northumbria Police Authority, 2007). The key stakeholders of NPA includes people of the community, local authorities (such as political leaders and officers), community partners (such as police forces and rescue teams), charitable organisations, business organisations and other regional as well as national units (such as Parliament and Association of Police Authorities among other bodies) (Northumbria Police Authority, 2012). Objectives of Northumbria Police Authority (NPA) The objectives of Northumbria Police Authority (NPA) towards stakeholders are: To increase the confidence of stakeholders by involving the community members and providing effective and proficient policing services To maintain a cooperative relation with the communities in order to minimise and inhibit crime rate and other anti-social activities, especially concerning the damage caused by alcohol and drug abuse and youth deviant behaviours To deliver efficient defensive services within Northumbria county To perform mutually with other organisations and community at large in order to deal with terrorism and violent activism To provide effective policing services to the defenceless people and sufferers in the societies to ensure that there is concentration on minimising the re-harassment cases To make sure that employees of NPA are experienced and positioned effectively in order to deliver the best possible policing services which satisfies the requirements of society by a large extent (Northumbria Police Authority, 2011) Northumbria Police Authority (NPA)’s Accomplishment of its Objectives towards Stakeholders In order to accomplish the objectives of increasing the confidence of stakeholders, NPA always maintains good communication with the local people which significantly assists them to recognise their requirements. NPA maintains cooperative relationships with the stakeholders and intends to share varied information allowing better notification of any occurrences. Furthermore, NPA attempts to appropriately arrange its resources for improving the emergency reactions and better determination of crime and anti-social activities. NPA principally operates with the social partners and local people in order to identify their requirements concerning security (Northumbria Police Authority, 2011). In order to minimise the crime rate, NPA has further initiated to develop a network aiming towards repeat crimes, generally committed by people addicted to recreational drugs and alcoholic substances. From a strategic point of view, NPA attempts to handle the reasons for offending activities skilfully in order to discourage youths from generating crime and disorder within the society (Northumbria Police Authority, 2011). In order to ensure efficient procreative services, NPA continuously reviews its performances so that it can preserve its efficiency in the varying situation and improve its capabilities to national standards and practices. In addition, NPA strategically prepares its employees providing certification courses and rigorous training so that they can deal efficiently with any uncertain circumstances preserving the social interests with utmost concern (Northumbria Police Authority, 2011). In the present day phenomenon, terrorism has emerged as an inevitable threat for the society which can cause a strong negative impact on the confidence level of the community. In order to tackle terrorism threats, NPA has undertaken several counter terrorism initiatives which include collection and study of data with respect to the activities impersonated by terrorists. NPA constantly performs with the associates in order to increase the awareness of terrorist activities from local as well as national viewpoint. NPA utilises complete advantage of the information gathered from intelligence and its expert officers in order to achieve its objectives toward different stakeholders (Northumbria Police Authority, 2011). Article 1.3 Marks and Spencer (M&S) is renowned as one of the leading retailers in the UK which tends to provide a variety of fashionable and quality products to the customers worldwide. With respect to ‘Corporate Social Responsibility’ (CSR), the objective of M&S is to conduct socially responsible business practices. The CSR policy of M&S includes providing better services and product offerings to the customers, conducting fair business practices and ensuring low environmental impact (Marks and Spencer Plc, 2006). The CSR objectives of M&S concentrate on delivering excellent quality products with affordable prices which are sourced in a socially responsible manner and labelled transparently. Therefore, M&S performs effectively with the supply chain partners in order to manage the significant social, environmental and animal safety matters. M&S undertake best practices and prohibited poor practices in order to assure better CSR (Marks and Spencer Plc, 2006). Obtaining raw materials by unethical means can certainly harm the natural environment. Thus, M&S tends to use varieties of natural raw materials in order to manufacture the products. For instance, the furniture of M&S is certified as being created from sustainable woods. M&S is also recognised for engaging in sustainable fishing. In regard to packaging, the company uses recycled plastics with the sole intention to ensure better environmental protection (Marks and Spencer Plc, 2006). For the well-being of its customers, M&S attempts to implement innovative technologies which help to produce fresh foods. The company continues to use new technologies for better social and environmental performances maintaining the trust amid stakeholders (Marks and Spencer Plc, 2006). In its initiatives towards CSR, M&S has been committed towards ethical business practices. Thus, the company source products from those suppliers which satisfies the ‘Global Sourcing Principles’. In order to provide better facilities to the employees as well as ensure their well-being in the organisation, M&S also operates with shared visions to that of the trade unions and various human right groups. M&S also attempts to generate awareness amid the workforce and other allied organisational partners about ensuring human right obligations and encouraging safe working practices (Marks and Spencer Plc, 2012). Furthermore, waste reduction is a vital aspect of CSR, as considered by M&S. In order to lessen the amount of wastes, M&S has implemented ‘Responsible Food’ packaging programmes with the intention of producing the demanded quantity rather than emphasising on surplus packaging as well as encouraging recycling activities (Marks and Spencer Plc, 2006). Managing the climate change is the other significant aspect considered by M&S in its CSR activities. It is in this context that increased emission of greenhouse gas has been noted to be causing global warming. Thus, M&S has introduced several activities which can combat with the climate change by a certain extent. The company has launched numerous schemes for reducing carbon emissions caused during the production of food products by its suppliers. In the year 2011, M&S was successful in reducing the amount of CO2 emission by 22% than that compared to 2006 through better utilisation of power, reduction of gas outflows from cooling and improvement of waste recycling processes (Marks and Spencer Plc, 2012). References Cuedirectory, 2010. Types of Companies - An Introduction. Business Web Directory. [Online] Available at: http://www.cuedirectory.com/articles/article-19.htm [Accessed June 11, 2012]. Marks and Spencer Plc, 2006. Your M&S. Corporate Social Responsibility Report 2006. [Online] Available at: http://corporate.marksandspencer.com/documents/publications/2006/2006_csr_report.pdf [Accessed June 11, 2012]. Marks and Spencer Plc, 2012. Your M&S. How We Do Business Report 2012. [Online] Available at: http://corporate.marksandspencer.com/file.axd?pointerid=24f35ecfc08e4eb1992603107c4ec51a [Accessed June 11, 2012]. Northumbria Police Authority, 2007. Local Policing Plan 2008 – 2011. Getting in Touch. [Online] Available at: http://www.northumbria.police.uk/Images/local%20policing%20plan%2008-11_tcm4-4537.pdf [Accessed June 11, 2012]. Northumbria Police Authority, 2011. Our Objectives. Policing Northumbria 2009 – 2011. [Online] Available at: http://www.northumbria.police.uk/Images/Policing%20Plan%20-%20June%20Publication%20Final_tcm4-29196.pdf [Accessed June 11, 2012]. Northumbria Police Authority, 2012. Our Stakeholder Engagement Programme. Police Reform and Social Responsibility Act 2011. [Online] Available at: http://northumbriapoliceauthority.org.uk/wp-content/uploads/downloads/2012/03/NPA-Stakeholder-Briefing-Issue-2-Police-Reform.pdf [Accessed June 11, 2012]. Pearson Education Limited, 2012. Business Organisations. Credit Value: 5. [Online] Available at: http://www.pearsonschoolsandfecolleges.co.uk/FEAndVocational/BusinessandAdministration/BTEC/BTECLevel2FirstBusinessandAdministration/Samples/StudentBook/BTECFirstBusinessStudentBook-Unit2.pdf [Accessed June 11, 2012]. Bibliography Bois, C. D. & et. al., 2003. Objectives of Non-Profit Organisations: a Literature Review. Vrije Universiteit Brussel. [Online] Available at: http://www.vve.be/nl/vveDag/2.7.%20du%20bois.pdf [Accessed June 11, 2012]. 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