The Bed Manufacturers In The Uk Commerce Essay

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There are many companies on the internet to find which make bedroom furniture, that are in the UK, and many other companies that are overseas.

Many companies such as 'Ikea' that make their home brand and also sell their products to the public and other businesses.

The main companies that make bedroom furniture ranging from, wooden bed frames and bedside cabinets to chest of draws and dressing tables are listed below.

www.goodinggroup.co.uk - site manufacturer of bedside suites

www.curtisfurniture.co.uk- branded and well known

www.silentnight.co.uk - established manufactures of beds and furniture

www.bedfed.org.uk- excellent layout easy to read and understand

These are manufactures of the bedroom and furniture industry that sell to large organisations that the general public buy from. These companies buy in bulk, get large discounts and sell on to the public. Styles and ranges constantly changing.

There are also new competitors in the market that are entering the industry, with four different mattresses, of different softness's for different people, so they feel as if the bed is made to order.

Wardrobes and other furniture can be made to fit in certain sections of a clients room, which adds to the privileges.

Research mainly shows that there are a vast majority of organisations that make furniture, in the UK.

Cheaper labour and raw materials are abroad in countries such as China so prices to buy are cheaper but getting them shipped over increases customer costs.

TASK 2

I aim to complete Deluxe Bedroom Equipment in less than 3 weeks. Below are the dates of how and when I will start and what steps I will take to complete the tasks.

25/03/2010 - Task 1 research bedroom furniture websites, sites

that sell the material, and what they have in common.

25/03/2010- Start SWOT analysis, consider what strengths and threats of the

Company looking for business opportunities.

27/03/2010- summarise and conclude task 3.

29/03/2010- Draw out organisational charts for task 4, arising the swat analysis.

Draw out charts, concluding where staff are suppose to be located.

31/03/2010- make your own assumptions about the

numbers of staff and associated levels of supervision for each product line.

02/04/2010- short commentary and finish of task 4

05/04/2010- Task 5 powerpoint, a presentation to the management and supervisory

staff of the company.

06/04/2010- benefits they can expect to gain through their implementation,

Of task 5. And finish off powerpoint.

07/04/2010- Task 6 resistance and surrender chart. Reasons to counter these.

Finish off Task 6.

10/04/2010- Task 7, ten ways in which a decision support system could enable the

management of the company to run the day-to-day operations.

11/04/2010 - check thoroughly and add and change documents. Ready do give in.

TASK 3

From the SWOT analysis, I have concluded that 'before you look at company close gains you should think about long term damage'.

Site C, does employ 20 members of staff, and moving them or making them redundant will lose the amount of business in that specific area due to staff only being able to do only one job in particular, teaching the staff different skills that they do not know presently is also very time consuming , with all of the circumstances changing. The machinery being moved to the other plant from the one closing is a long and expensive procedure. 'Time is money' so the company has to be precise in the decisions they make.

But in the long run this is much more of a gain to the organisation.

The closure of Site C will mean overheads of the whole businesses will decrease enormously. Workers will have more skills and can use them without getting fed up of doing the same thing, and will be motivated to work.

TASK 4

Matrix structure

The matrix structure combines functional specialization with the focus of divisional structure (see Figure 3 ). This structure uses permanent cross-functional teams to integrate functional expertise with a divisional focus.

Figure 3

The matrix structure.

Employees in a matrix structure belong to at least two formal groups at the same time-a functional group and a product, program, or project team. They also report to two bosses-one within the functional group and the other within the team.

This structure not only increases employee motivation, but it also allows technical and general management training across functional areas as well. Potential advantages include

Better cooperation and problem solving.

Increased flexibility.

Better customer service.

Better performance accountability.

Improved strategic management.

Predictably, the matrix structure also has potential disadvantages. Here are a few of this structure's drawbacks:

The two-boss system is susceptible to power struggles, as functional supervisors and team leaders vie with one another to exercise authority.

Members of the matrix may suffer task confusion when taking orders from more than one boss.

Teams may develop strong team loyalties that cause a loss of focus on larger organization goals.

Adding the team leaders, a crucial component, to a matrix structure can result in increased costs.

The matrix structure will help with cross team communications and reduce the 'SILO' effect. This may also help with industrial relations.

www.cliffnotes.com

TASK 6

The staff might be resistant to many of the changes that are put in place. The worst action that could be taken by staff is if they all go on strike, with so many orders in place, this will cause huge disruption for the companies finances.

Staff being currently used to working under different circumstances, and the changes may lead to many encounters with the employers.

Currently staff only know how to do a specific job, at whichever site they are working at. Their jobs are not rotated; they are skilled at their only profession.

This now will mean that staff will have to be trained to do all jobs, so staff may become reluctant to do this. They will have to put in more hours to learn the new skills needed which they might not want to do.

The positive side to this is, that the employees will be further skilled than they were, their jobs will not become boring, and in future if they do consider leaving, they will have more pathways to find a different career.

Time is the second factor that may become an issue. Workers may live close to Site C, and the closure of this and now moving to one of the other two sites for employment, might mean earlier starts, later finishes. A longer distance to get to the other sites which means either higher petrol bills if driving or higher bus passes or train fares, with the same salary being paid.

What Deluxe Bedroom Furniture, may consider doing is, either give their moved staff a one of payment towards this new change of £200 for the full year, or they can contract bus passes and train passes with local companies and issue the to staff that they will get at a wholesale price.

Site, being the smallest, holding only 20 employees, and all three sites being in a 30 mile radius, should close, this is because the costs are not worth the overheads and outgoings of the company, now DBF can either make the workers in that site redundant, or move them to other sites as stated.

The benefit of this would be that cost would start to drop, and this would assist the company in the future. Its either some job losses or all three plants will be bankrupt within 12 months.

Failure to adapt new working practises in the past, increased the prices of DBF products compared to its rivals, which left sales soaring and market share value decreasing, which left conflicts between the management and trade union. This can again happen and this time because of Site C closing, circumstances could be worse. New machinery will mean less people will be needed to do same amount of tasks required. Admin staff should all be relocated to Site A for the whole organisation, instead of having them on each site.

TASK 7

Ten ways of a 'decision support system' which enables the management of the company to run the day to day operations more efficiently undertaking the planning and the resource tasks are listed below

Improves personal efficiency

Expedites problem solving (speed up the progress of problems solving in an organization)

Facilitates interpersonal communication

Promotes learning or training

Increases organizational control

Generates new evidence in support of a decision

Creates a competitive advantage over competition

Encourages exploration and discovery on the part of the decision maker

Reveals new approaches to thinking about the problem space

Helps automate the managerial processes.

Dr Roger Alan Pick

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