Business environment may be distinct as the set of internal and external factors which affect the decision of business. We can split business environment into two parts. The Micro Environment of Business are powers which are extremely interrelated with company and company can direct these type of environment by improving its capability and effectiveness. Suppliers are the party who supply raw material to corporation; customers are the people who buy goods from corporation;Â market intermediaries are those groups who facilitate company to sell its products; financial intermediaries are those institutions who provide credit, mortgage and move forward to company.Â
Macro environment of business means the external factors which influence company and its trade and there is no direct of corporation on these factors.Â In economic environment, we can contain government budget, import and export policies, economic arrangement and economic situations.Â
In political and government environment, we can comprise judiciary decisions, executive's decisions and legislature's decisions which influence company's dealings.Â Socio-cultural environment include morality, belief, education, fitness of peoples and family importance.Â In natural environment, we can take in season, place elements, natural resources etc.Â
1.1: Purposes of different types of organization
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The way to make money is to go into trade. Then you are rewarded for the risks you take with the skills and information that you have. The simplest form is that of a sole proprietor. But when it comes to limited companies there are more regulations. You are not alone so it is not only regarding you. The corporation becomes the entity. You are in employment by the corporation even if you are the biggest investor. So your first duty is to the company. And for that the business pays you a pay. If you do really well for the company and create amazing value, you can be paid a bonus. An NGO is not a trade. It is based on social welfare. It belongs to ALL the members.
Angelo Americans are loyal to delivering operational excellence in a secure and liable way, adding value for investors, employees, governments and the communities in which they deals.
1.2: Extent to which Angelo Americans meets the objectives of different stakeholders
Business objectives are the ends that Angelo Americans sets out to attain. A business creates business strategies to allow it to achieve these ends, thus strategies are the way to the ends. The objectives and strategy that an Angelo Americans creates are determined by balancing the necessities of the different stakeholders in the association. The stakeholders are those persons or groups which are affected by and have a concern in how the trade is run and what it achieves. Every industry has a variety of stakeholders. The objectives that a company establish are depends on amalgamation of various interests of these stakeholders grouping. For example, an objective to be the marketplace leader will help all stakeholders as customers will obtain high quality products, shareholders will obtain high dividends, and employees will receive good salary, and so on. Angelo Americans creates a pecking order of objectives. At the top level of an organization will often produce a 'mission' setting out the intention of the organization. This will be followed by a set of objectives relating to such aspects as:
Objectives about share.
Objectives about satisfaction of customer.
Objectives about satisfaction of employee.
Objectives about shareholder's return.
Objectives about cutting of pollution.
Objectives about reduction of wastage.
1.3: Responsibilities and Strategies use in connection with fulfilling these responsibilities
Becoming the leading mining company Angelo American's plan is to leads the global mining company becoming the industry's owner, partner and investment of alternative. Sound strategy, a promise to sustainable development and good governance are necessary for achieving this goal. Our top priorities are protection in our operations, clearness and accountability in our business.
Angelo Americans are one of the major mining organizations in the world, with operations in Asia, Europe, South and North America, Africa and Australia
As a worldwide organization, we comply with the main international principles of corporate governance. We regulate and organize our company in a transparent and liable way.
Always on Time
Marked to Standard
Angelo Americans made a firm assurance to sustainable growth in 2000. Nowadays, sustainable development is fixed in our policies, strategies and everyday practices
3.1: Impact of Competition Act on Anglo American
Anglo American plcÂ is a BritishÂ multinationalÂ mining company headquartered inÂ London, United. It is the world's largest manufacturer ofÂ platinum, with approximately 40% of world production, and a major manufacturer ofÂ diamonds, nickel, iron ore, copper, metallurgical and thermal coal.Â It has operations in Asia, Africa, Europe, North America and South America, Australia.
initial and primary among the changes has been the new Competition Act. This was passed in 1998, triggered the 1999 change in name of the Monopolies and Mergers Commission to the Competition Commission (the significance of which I will return to shortly) and came into force on 1st March this year. This include two new prohibitions, the so-called Chapter I prohibition on anti-competitive agreements by firms-primarily, but by no means only, personal cartel activities-and a Chapter II prohibition on abuse of a leading position in a market, covering such matters as exploitation of purchasers through extreme prices, predatory pricing, undue discrimination etc.
Under the new Act, the Director General of Fair Trading may examine alleged breaches and, if he finds either of the prohibitions have been breached, has powers to fine the company or companies concerned up to 10 per cent of their annual revenue for up to three years if the breach has been running that long. That could simply remove some companies' profits for several years, which in turn could have severe consequences for their share price, and could even make them helpless to takeover. In short, these powers are very considerable and more serious even than those under the Treaty of Rome, which limits fines to 10 per cent of revenue.
3.2: Different Markets
In perception of perfect competition exists, though in real life only near perfect opposition can be. And the staple vegetables and foods we buy from the market is an example of perfect competition. In this type of market there are many sellers and many buyers so organization's price and production should be good enough to magnetize customers.
Companies which are state owned and entrance for other players are not acceptable.Â If we took example from Indian perspective there is only one example we can consider is Indian railway which is the monopoly as there is no other provider exercising in the similar market.
Let's take a common example. Look around your area. There are some restaurants serving their customers. Although they might be maing same kind of recipes, the branding would be diverse. And that's the catch of monopolistic competition. In this market there are many buyers, many sellers and almost same items but different brand and fierce competition. In this market organization can utilize price skimming or price penetration policy.
In which a market is dominated by a small number of firms that mutually manage the majority of the market share.
It is a different case of an oligopoly with two firms.
3.3: Influence of Market Forces
For the past four years as a reaction to customer demands the majority of UK food manufacturer, retailers and fast food outlets have not been using GM ingredients. Many have already removed ingredients resulting from GM crops such as oil and lecithin. To attain this companies have established 'identified preserved' food chains in which the source of the raw materials is known, and they are tracked from field to supermarket shelf. At present, soya and maize are the major GM crops for which alternative materials have had to be sought because they are the only ones licensed for sale in the EU. The majority of processed foods contain soya, maize or their derivatives. The systems appear to be working well and most companies are operating to a 0.1 per cent threshold. Recent opinion polls indicate ongoing public resistance to the sale and growing of GM food and crops. It is clear that there continues to be no demand for GM food in the UK.
Iceland Frozen Foods was the first high lane retailer to respond to consumer concerns, announcing in March 1998 their intention to eliminate GM ingredients from their own brand foods. Over the next 18 months, nearly all the chief supermarkets, food manufacturers and caterers followed Iceland's lead. Since then many companies have taken their GM policies further to contain animal feed, derivatives such as oil, and processing aids such as enzymes.
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In 2002 the Consumer Association surveyed all the major food retailers, manufacturers and catereri to determine the extent to which these companies have successfully removed GM from their supply chains. Most companies have a blanket ban on ingredients and derivatives. Progress on animal products has been slower because of the short of labeling of animal feed and segregation in this segment.
3.4: Cultural Impact
It is essential to focus also on what people believe, think and act in and around organizations.
Managers should be concerned about how the activities of organizational members evolves, how employee behavior is shaped by group dynamics and social interactions. Numerous conditions have influence on managers when creating a decision. In theÂ background one of the most major one is the way how employees behave and take steps in an organization. The organizational culture is common term to express the set of idea, norms, artifacts and values that represents the uniqueness of an organization, and gives the context for behavior within it. To maximize organizational performance needs an organizational culture that inspire employees to learn, develop and give their very best.
4.1: Significance of International Trade
Some case studies have revealed recent instances where UK-listed companies' operations have had serious adverse impacts on workers' health and safety, individuals' and communities' human rights, developing country economies, and the quality and accessibility of natural resources. While not all mining firms commit equally disturbing acts, and some companies genuinely try to examine the benchmarks for good governance already in place, there is persuasive evidence that such benchmarks are unnoticed with impunity by others. None of the companies critiqued in this report has been ousted from the LSE Main Market or AIM or been subject to a thorough official assessment of their alleged misdeeds.
4.2: Factors Affecting Mining Companies in UK
The global mining industry is facing increasing social, fiscal and biased challenges, it means companies must include more complicated scenarios into their strategic planning, saysÂ a new studyÂ from Deloitte Touché Tohmatsu Limited (DTTL). The report is calledÂ "Tracking the Trends", and it warns of a "perfect storm" of converging global forces, such as inexorable cost increase, unprecedented commodity price volatility, ever-tightening rules and mounting labor shortages disturbing mining companies.
At the top of the list, is theÂ cost of doing business.Â "What goes up does not at all times come down. With manufactured goods prices surging to all time highs, accelerated production has become the mantra of the majority mining companies and costs are increasing transversely the board," The report offers some strategies for receiving costs beneath control, understand the cost drivers, advance capital project management, improve energy competence, lock in supply, and expend to save.
Chaotic product pricesÂ were second on the list, the foremost contributor to the multi-year boom, for preservation information that could facilitate miners to better direct their production schedules.
4.3: EU Policies
The Organizational Dimension:
From the outset, the greatest impact on Whitehall from EU attachment was felt by a group of Ministries that included the Foreign and Commonwealth Office (FCO), the Department of Trade and Industry (DTI), the Ministry of Agriculture, Fisheries and Food (MAFF), and the assets. This group effectively acted as 'lead' Departments on the most critical areas of EU business. The FCO unspecified overarching responsibility for EU institutional questions; for communications between Whitehall and Brussels; for the operation of UK Rep; for inter-governmental foreign policy cooperation and for monitoring European developments in general terms. The DTI's responsibility for external trade matters, for competition policy and, later, its leading role on the structural Funds made European business a key strand of its activities. The Sheer scope and density of Common Agricultural Policy decision making the both Financial and regulatory gave MAFF's operations a strong European flavor.
The Process Dimension:
The nature of EU policy manufacture stimulated some significant change in UK policy processes. Adaptation to the EU's novel institutional architecture and its crowded legislative agenda posed a stern test for Whitehall since activities had to fall into line with the very different timing, formats and methods of choice making Brussels. Much of the central administration's response was largely in keeping with existing practice, though the passion of EU activities did put standard operating procedures under strain. For Parliament, the handling of EU legislation demanded new scrutiny procedures as well as means of holding the Executive to account for its activities in a policy process that did not easily lend itself to democratic accountability. For the Scottish, Welsh and Northern Irish authorities, the principal procedural issues revolved around their connections and involvement in the key formal and informal decision making structures.