Bus-201

Assignment-1
Understanding organizational types,structures,
and functions
Unit-1 : the contemporary business environment

Unit tutor: Mr jabber mohammed Shanice

Made by: Sathya Narayana pai

table of contents
Introduction 4

Introduction of Organization and its types 5

Public sectors 5

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 Legal Structure 5
2.3 Ownership Model 6
a) Government Departments 7
b) Public Enterprises (State-Owned Enterprises) 8
Legal Structures of Private Sector Organizations 10
a) Sole Trader / Sole Proprietorship 10
b) Partnership
11
c) Private Limited Company (Ltd) 11
d) Public Limited Company (PLC) 11
e) Multinational Corporation (MNC) 12
a) Private Companies 14
B)Small and Medium Enterprises (SMEs) 15
Legal Structures of Voluntary Organizations 16
a) Registered Charities 17
b) Non-Governmental Organizations (NGOs) 17
c) Trusts and Foundations 17
d) Community Interest Companies (CICs) / Non-Profit Companies 18
International Charities and NGOs 18

The sizes and scopes of a organization 19

1. Introduction 19
2. Sizes of Organizations 19
2.1 Micro Enterprises 20
2.2 Small Enterprises 20
2.3 Medium Enterprises 20
2.4 Large Enterprises 21
3. Scopes of Organizations 21
3.1 Local Scope 21
3.2 National Scope 22
3.3 International Scope 22
3.4 Global Scope 22

Different sizes and scopes of organizations 23

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Organization function that interrelate with each other 24
Introduction 24
Organizational Functions 25
The Relationship Between Organizational Functions 26
Linking Functions to Organizational Objectives 27
Relationship Between Functions and Organizational Structure 28
Example: Apple Inc. 29
Conclusion 29

The importance of collaboration, communication and interdependence 30

Relationships between functions that affect the organization 32

Complexities of different organizations 33

The conclusion 35

Reference list: 36

Introduction

As a junior business analyst intern at atlas consultancy I myself have been given the

chance to consult on the people who have asked about business organization and

give information about different types, sizes, and scopes of organizations additionally

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explain how different functions interact and contribute to overall business

organization effectiveness. The research shall also explain the variety of

organizational forms that exist. You will also be capable enough to recognize the

advantages associated with size and scope and its challenges. And will begin to

appreciate how functions and structure are interdependent in achieving

organizational goals. With the research the new organization will have learned or

gained knowledge about various techniques within the organization such as strategic

planning and the ability to respond to any sort of change in the business

environment. The research will also explain the interrelationships between

organizations functions such as marketing,finance,human resources,and operations

and how they are linked to the organization structure and objectives of the business

organization.

Introduction of Organization and its

types

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An organization is a social entity that consists of a group of people who work

together to achieve a common goal or set of goals. It can be defined as a collectivity

with a relatively identifiable boundary, a normative order, ranks of authority and a

sense of membership(scott,2003). Organizations can take various forms, including

profit organization , non-profit organizations (NFPs), non-governmental organizations

(NGOs),and voluntary associations each with its own structure,culture,and objectives

(mintzberg, 1979).

Public sectors

The public sector refers to the part of the economy that is managed by the

government through various departments, public enterprises, and publicly funded

institutions. The government uses tax revenue and other public funds to operate

these organizations to ensure citizens have access to necessary goods and

services.

Legal Structure
Public sector organizations typically include:

Government Departments (e.g., Ministry of Health, Education Department)

Public Corporations / State-Owned Enterprises (e.g., Indian Railways, BBC)

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Local Authorities (e.g., municipal councils)

These bodies are established through acts of parliament or government decrees and are

accountable to public authorities.

2.3 Ownership Model

Owned by: The central, state, or local government.

Managed by: Government-appointed officials or ministers.

Funded by: Tax revenue, government budgets, or public loans.

Citizens are the indirect “owners,” since their taxes finance public sector operations.

Stakeholders relationships
Fig no : 1

Stakeholder Relationship / Role

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Government Owner and policy maker.

Citizens / Public Primary beneficiaries of services.

Employees / Civil Servants Deliver public services and implement

policies.

Suppliers / Contractors Provide goods or services to

government departments.

Regulatory Bodies Monitor transparency, accountability,

and ethics.

examples

a) Government Departments

These are administrative units directly managed by the government. They carry out

policy decisions, enforce laws, and deliver public services.

Example 1: Ministry of Education

The Ministry of Education is responsible for managing the country’s education

system. It creates education policies, funds public schools, and ensures all children

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have access to quality education. For instance, in India, the Ministry of Education

oversees programs such as the “Samagra Shiksha Abhiyan” to promote inclusive

and equitable education.

Example 2: Department of Health

The Department of Health manages hospitals, public health campaigns, and

vaccination programs. For example, the Department of Health and Social Care (UK)

oversees the National Health Service (NHS), ensuring citizens have access to

affordable healthcare.

Example 3: Local Municipal Councils

Local councils manage community services such as waste collection, public parks,

street lighting, and local roads. They are important because they handle day-to-day

issues that affect citizens directly.

b) Public Enterprises (State-Owned Enterprises)

Public enterprises are businesses or industries owned and operated by the

government. They are usually formed when the private sector is unable or unwilling

to provide certain essential goods or services.

Example 1: Indian Railways (India)

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Indian Railways is one of the world’s largest railway networks and is entirely owned

by the Government of India. It provides affordable transportation to millions of

passengers daily and also handles freight transport across the country. The main

aim is to ensure connectivity, not profit.

Example 2: BBC (British Broadcasting Corporation, UK)

The BBC is a public broadcasting service funded mainly through television license

fees paid by UK households. It provides unbiased news, educational content, and

entertainment. As a public service broadcaster, its main purpose is to inform,

educate, and entertain the public rather than to make profit.

Example 3: Singapore Power (Singapore)

Singapore Power is a government-owned company responsible for electricity and

gas supply across Singapore. It ensures that residents receive reliable and

affordable power. Being state-owned allows the government to maintain control over

pricing and ensure energy security.

Private sector

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The private sector refers to the part of the economy that is managed by private

individuals, entrepreneurs, or corporations. It includes small businesses, large

multinational companies, and privately owned industries. Unlike the public sector,

which aims at social welfare, the private sector focuses on efficiency, customer

satisfaction, and profitability

Legal Structures of Private Sector Organizations

Private sector businesses can take several legal forms depending on size,

ownership, and liability. The main types include:

a) Sole Trader / Sole Proprietorship

Owned and managed by one [Link] to establish and control but the owner

has unlimited liability (personally responsible for debts).

Example: Local shops, small service businesses.

b) Partnership

Owned by two or more individuals who share profits, losses, and

[Link] are governed by a legal agreement and may have

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limited or unlimited liability.

Example: Law firms, medical practices, accountancy firms.

c) Private Limited Company (Ltd)

Owned by shareholders but not traded on the stock [Link] have

limited liability, meaning they are only responsible for the amount they invest.

Example: Dyson Ltd (UK), Infosys Ltd (India).

d) Public Limited Company (PLC)

A larger company whose shares are traded publicly on the stock [Link]

by many shareholders and managed by a board of directors.

Example: Apple Inc., Toyota Motor Corporation, Reliance Industries.

e) Multinational Corporation (MNC)

Operates in multiple countries with headquarters in one [Link] in global

trade and investment.

Example: Coca-Cola, Microsoft, Samsung.

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Stakeholders relationships

Fig no : 2

Stakeholder Relationship / Role

Owners / Shareholders Provide capital, expect profit and

business growth.

Employees Work for wages or salaries; contribute to

productivity and service delivery.

Customers Purchase products and services; their

satisfaction determines success.

Suppliers Provide goods, raw materials, or

services necessary for production.

Government Regulates business practices and

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 collects taxes.

Investors Provide funding in return for potential

returns or ownership stakes.

Community / Society Benefits from employment and

economic activity, but may be affected

by environmental or ethical issues.

Competitors Encourage innovation and market

efficiency through competition.

examples

a) Private Companies

Private companies are owned by individuals, families, or groups of investors. They

operate independently of government control and earn revenue by selling products

or services in the market.

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Example 1: Apple Inc. (USA)

Apple Inc. is a multinational technology company that designs and manufactures

consumer electronics such as iPhones, iPads, and Mac computers. It is one of the

world’s largest private companies by market value. Apple operates in the private

sector because it is owned by private shareholders, and its main goal is to maximize

profits by selling innovative products globally.

Example 2: Reliance Industries Limited (India)

Reliance is a privately owned conglomerate in India, with businesses in energy,

telecommunications, retail, and petrochemicals. It is owned by private shareholders

and led by its founder’s family. The company creates millions of jobs and contributes

significantly to India’s GDP, showing how the private sector drives industrial growth

and employment.

Example 3: Toyota Motor Corporation (Japan)

Toyota is a private automobile manufacturer known for producing cars and trucks

sold worldwide. It invests heavily in innovation and sustainability, which are key

features of successful private sector enterprises. Toyota’s efficiency and

competitiveness help set global standards in the automotive industry.

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B)Small and Medium Enterprises (SMEs)

SMEs are privately owned businesses that operate on a smaller scale. They are

essential for local economic development, innovation, and job creation.

Example 1: Local Restaurants and Shops

Independent businesses such as cafés, clothing stores, and bakeries are part of the

private sector. They meet local community needs, create employment, and

contribute to economic activity at the grassroots level.

Example 2: Tech Startups

Startups such as Zoom or Byju’s began as small private companies founded by

entrepreneurs with innovative ideas. Many have grown into large global firms,

showing the private sector’s potential for innovation and expansion.

Charitable organizations

The voluntary sector consists of organizations and institutions that operate for the

benefit of society rather than for profit. These include charities, non-governmental

organizations (NGOs), community groups, and non-profits. They often rely on

volunteers, donations, and grants to carry out their [Link] focus is on addressing

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issues such as poverty,education,health and human rights, environmental protection,

and disaster relief.

Legal Structures of Voluntary Organizations

Voluntary organizations can take different legal forms depending on their size,

purpose, and jurisdiction. The most common are:

a) Registered Charities

Legally recognized by a national regulatory body (e.g., Charity Commission in the

UK, NGO Affairs Bureau in India).Must operate for defined charitable purposes such

as education, health, poverty relief, or community development.

Example: Oxfam (UK), Akshaya Patra Foundation (India).

b) Non-Governmental Organizations (NGOs)

Independent of government control but may collaborate with it.

Can operate locally, nationally, or internationally.

Example: Red Cross, Greenpeace.

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c) Trusts and Foundations

Created when donors set aside money or property to support a charitable

[Link] by trustees who oversee how funds are used.

Example: Bill & Melinda Gates Foundation.

d) Community Interest Companies (CICs) / Non-Profit Companies

Operate as businesses but reinvest profits into community projects.

Example: Social enterprises offering training or affordable housing.

examples

International Charities and NGOs

These are large organizations that operate across countries to provide aid and

support for global issues such as poverty, hunger, and disaster relief.

Example 1: Oxfam International

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Oxfam is a global non-profit organization working to end poverty and inequality. It

provides emergency relief during natural disasters, supports women’s rights, and

promotes fair trade. Funded through public donations and government grants,

Oxfam’s work focuses on creating sustainable livelihoods and reducing poverty

worldwide.

Example 2: Red Cross / Red Crescent

The International Red Cross and Red Crescent Movement provides emergency

assistance, disaster relief, and health services in crisis situations. It is known for its

work during wars and natural disasters, offering humanitarian aid without

discrimination. Volunteers form the backbone of this organization.

The sizes and scopes of a

organization

1. Introduction

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Organizations exist in many forms, differing in their size, scope, and purpose.

Understanding these differences helps to analyze how businesses operate, how they

allocate resources, and how they contribute to the economy. This report explores the

main sizes and scopes of organizations, providing examples for each.

2. Sizes of Organizations

Organizations are commonly classified by size, which is determined by factors such

as the number of employees, annual turnover, and market share. The main

categories include micro, small, medium, and large enterprises.

2.1 Micro Enterprises

Micro enterprises usually employ fewer than 10 people and have a low annual

turnover, often below £2 million in the UK or $2.5 million in the US. They are typically

owner-managed, have limited financial resources, and serve local markets. An

example of a micro enterprise would be a local bakery, a freelance graphic designer,

or a small repair shop.

2.2 Small Enterprises

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Small enterprises employ between 10 and 49 employees, with an annual turnover of

up to £10 million in the UK. They are often independently owned, have a limited

geographic reach, but tend to have some formal business structure. Examples

include a small IT consultancy or a regional restaurant chain.

2.3 Medium Enterprises

Medium enterprises employ between 50 and 249 employees and usually have an

annual turnover of up to £50 million. These organizations have more structured

management systems, greater investment capacity, and may operate at a national

level. Examples of medium-sized enterprises include a mid-sized manufacturing

company or a regional hotel group.

2.4 Large Enterprises

Large enterprises employ more than 250 people, have a high annual turnover, and

often operate across multiple countries. They typically have complex management

hierarchies, significant market influence, and extensive financial resources.

Examples of large enterprises include Apple Inc., Toyota, and Tesco.

3. Scopes of Organizations

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The scope of an organization refers to the range and extent of its operations,

including its geographical reach, industry focus, and purpose. The main types of

organizational scope are local, national, international, and global.

3.1 Local Scope

Organizations with a local scope operate within a limited geographic area, such as a

town or city. For example, a local café or hair salon that serves only a nearby

community would be considered a local business.

3.2 National Scope

A national organization operates across an entire country but does not have an

international presence. Examples of national organizations include John Lewis in the

UK or Target in the United States.

3.3 International Scope

An international organization operates in more than one country but may not have a

global presence. Examples include Ryanair, which operates across Europe, and Tim

Hortons, which is based in Canada but serves selected international markets.

3.4 Global Scope

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Organizations with a global scope operate worldwide and have a presence in

multiple continents. Examples of global organizations include McDonald’s, Amazon,

and Coca-Cola.

Different sizes and scopes of

organizations

Local, national, and global business differ significantly in size and scope. Local

business have simple structures, centralized decision making and limited market

presence often relying on local resources. National businesses have more complex

structures, decentralized decision making and a wider market presence across the

country. Global businesses are the largest, with complex matrix structures,

decentralized decision making and a significant global market presence, leveraging

substantial resources and talent worldwide(Bartlett & beamish, 2018).these

differences impact operational complexity, strategic planning, and adaptability to

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environmental challenges, with larger organizations facing greater complexity but

also having more resources to innovate and respond (Johnson et Al,2020). Local,

national, and global businesses differ significantly in size and scope, with local

businesses having simple structures and limited market presence. National

businesses having more complex structures and wider market presence and global

businesses having complex matrix’s structures and significant global market

presence (Bartlett & beamish,2018).these differences impact organizational

complexity, strategic planning and adaptability to environmental challenges with

larger organizations facing greater complexity but also having more resources to

innovate and respond. The structure, size, and scope of organizations are

interconnected with their overall business objectives and product/service offerings.

An organization structure such as functional,divisional,or matrix is shaped by its

objectives and offerings. Size also plays a role with small organizations operating

globally. The scope of an organization, whether local ,national , or global influences

its operations and complexity. Ultimate business objectives drive the structure, size,

and scope while product offering shape the organizations complexity and operational

requirements requiring a strategic alignment to achieve success.

Figure no:3

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Categ Size of Number Annual Scope Examp Characteristi
ory Organizatio of Turnov of les cs
n Employ er Opera
ees tions

Micro Very small, Fewer Up to Local A local Simple

Organ often than 10 £2 bakery, structure,
izatio owner- million small limited
n managed hair resources,
salon serves a local
community

Small Small but 10–49 Up to Local A small Focused

Organ more £10 or IT firm, management,
izatio structured million Regio indepe limited market
n nal ndent reach,
retailer personalized
customer
service

Mediu Moderately 50–249 Up to Nation A More formal

m sized with £50 al or regiona structure,
Organ several million Interna l hotel operates in
izatio department tional chain, larger
n s food markets,
manufa employs
cturer specialized
staff

Large Complex, 250+ Over Nation Apple Hierarchical

Organ often £50 al or Inc., structure,
izatio multinationa million Global Tesco, extensive

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n l Toyota resources,
operates in
multiple
countries

Globa Very large Thousa Billions Global McDon Global

l multinationa nds of ald’s, presence,
Corpo l enterprise pounds Amazo standardized
ration or n, branding,
dollars Coca- operates
Cola across
continents

Organization function that

interrelate with each other
Introduction

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Every organization is made up of several interrelated functions that work together to

achieve common goals. These functions, such as marketing, finance, human

resources, operations, and customer service, must operate in coordination to ensure

that the business meets its strategic objectives. The way these functions are

organized and interact is influenced by the organization’s structure, culture, and

overall objectives.

Organizational Functions

Organizational functions refer to the various departments or divisions that perform

specific roles within a business. Common functions include human resources,

finance, marketing, operations, sales, customer service, and research and

development.

The human resources department manages recruitment, employee relations,

training, and performance management. The finance department is responsible for

budgeting, accounting, and managing financial resources. The marketing department

promotes products and services and identifies customer needs. The operations

department ensures that goods and services are produced efficiently and meet

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quality standards. Sales focuses on generating revenue through customer

interactions, while customer service ensures satisfaction and loyalty. Finally,

research and development focuses on innovation and the improvement of products

or services.

Although each department has its own specific objectives, they all contribute toward

achieving the organization’s overall mission and strategic goals.

The Relationship Between Organizational Functions

Organizational functions are interdependent, meaning that they rely on one another

to operate effectively. For instance, the marketing department identifies customer

needs and communicates this information to the operations team, which adjusts

production accordingly. Finance supports this process by allocating the necessary

budget, while human resources ensures that the organization has the right people

and skills to perform these tasks.

Effective communication and coordination between these departments are essential

for improving efficiency and reducing duplication of work. When all functions

collaborate effectively, the organization is more likely to achieve its objectives.

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However, if one department underperforms or fails to communicate effectively, it can

negatively affect other areas and, ultimately, the overall performance of the

organization.

Linking Functions to Organizational Objectives

Each department’s activities play a crucial role in achieving the organization’s overall

objectives. For example, the marketing department helps achieve growth objectives

by attracting and retaining customers. The finance department contributes to

profitability objectives by managing costs, monitoring revenue, and ensuring financial

stability. The human resources department supports employee-related objectives by

recruiting skilled workers, promoting motivation, and maintaining employee

satisfaction. The operations department focuses on efficiency and quality, which

supports objectives related to production and service delivery.

When all departments align their goals and activities with the organization’s mission

and vision, the business operates more cohesively and efficiently. This alignment

ensures that everyone is working toward a shared purpose, which increases the

organization’s chances of success.

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Relationship Between Functions and Organizational

Structure

The organizational structure determines how departments are arranged and how

communication flows between them. It defines the reporting lines, levels of authority,

and the way responsibilities are divided across the business. The structure of an

organization influences how effectively its different functions can collaborate.

In a functional structure, departments such as marketing, finance, and human

resources operate independently but report to senior management. This

arrangement allows for specialization and efficiency within each function but requires

strong communication to ensure coordination. In a matrix structure, employees work

across different projects and departments, promoting collaboration and flexibility. A

flat or team-based structure encourages open communication and teamwork, as

there are fewer management layers separating departments.

The most effective structure is one that supports the organization’s strategic

objectives and enables departments to work together productively. For instance, a

company that prioritizes innovation may use a matrix structure to encourage

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collaboration between research, design, and marketing teams, while a manufacturing

company that focuses on efficiency may choose a traditional functional structure.

Example: Apple Inc.

Apple Inc. provides a clear example of how different organizational functions link to

objectives and structure. The marketing department focuses on building brand

loyalty and promoting innovative products, while the research and development team

designs and improves new technologies. The finance department ensures that

investment in product development is sustainable, and the human resources

department recruits and develops skilled professionals who support the company’s

goals. Apple’s functional organizational structure promotes coordination among

these departments, ensuring that innovation, quality, and customer satisfaction are

all aligned with the company’s overall mission and objectives.

Conclusion

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In conclusion, the different functions within an organization are closely connected

and must work together effectively to achieve business objectives. The

organizational structure plays a key role in shaping how these functions interact and

communicate. A well-designed structure enables collaboration, enhances

performance, and ensures that all departments contribute toward shared goals.

When functional activities, organizational objectives, and structure are aligned, the

organization is more likely to achieve success and maintain long-term growth

The importance of collaboration,

communication and

interdependence

Collaboration is the process of working together by individuals, groups or

organizations to achieve a common goal. It involves sharing knowledge, skills and

resources to create something new to solve a problem or complete a project. Key

elements include shared goals, mutual respect, open communication, trust and

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flexibility. Collaboration drives innovation, improves problem solving, increase

productivity, enhance learning and leads to better decision making. By working

together, individuals and organizations can achieve more than they could alone,

driving success and achieving shared objectives (Johnson et Al,2020). Effective

collaboration is essential in today’s interconnected and fast paced environment.

Effective communication collaboration and interdependence among organizational

functions are crucial for achieving corporate goals(Johnson et Al,2020). Clear

communication ensures everyone understands the corporate objectives, while cross

functional collaboration fosters innovation and problem solving. Interdependence

among functions enables mutual support and reliance, driving goal achievement

(Bartlett & beamish,2018)alignment between strategic intent and operational

execution is also vital so it ensures operational activities also support strategic

objectives and drive business success. By fostering these elements, organizations

can improve decision making, increase innovation, enhance customer satisfaction

and achieve their corporate goals.

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Relationships between functions

that affect the organization

Effective integration of departments enhances efficiency, problem solving and

innovation by eliminating duplication, fostering cross functional collaboration and

streamline processes. Conversely weak coordination can lead to duplication of

efforts, conflict and reduced productivity. Ultimately hindering organizational

performance. To achieve effective integration, organizations should establish clear

communication channels define roles and responsibilities, encourage cross

functional teams, and establish shared performance metrics. By doing so,

organizations can unlock efficiency, drive innovation, and achieve their strategic

objectives (Johnson et Al,2020). Effective departmental integration is crucial for

organizational success. The benefits of effective integration is enhanced efficiency,

improved problem solving, increased innovation are that it eliminates duplication of

efforts, reduces waste and streamline processes and also allows cross functional

collaboration that brings diverse perspectives and expertise, leading to better

solutions. It also helps integrating foster a culture of creativity, experimentation and

learning and it also drives innovation and growth. The best practices for effective

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integration is clear communication where the people establish open and transparent

communication channels between departments. Defined roles and responsibilities to

avoid confusion and overlapping work and last is performance metrics establish

shared performance metrics to ensure everyone is working towards a common goal.

Complexities of different

organizations

Organizational effectiveness is deeply rooted in the ability to align structure and

functions with strategic goals while simultaneously adapting to the ever changing

landscape of internal and external drivers(mintzberg,2009). The diversity in

organizational structures such as hierarchical, flat and matrix structures each

presents unique strengths and challenges and the choice of structure often depends

on the organization's specific context , including industry size and culture(Burns &

Stalker,1961). Hierarchical structures provide clear lines of authority and control,

making them suitable for stable environments where efficiency and consistency are

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paramount. Flat structures are often adopted by organizations that prioritise

flexibility, autonomy and rapid decision making.

Internally, organizational culture, leadership style and employee skills and motivation

play pivotal roles in shaping structural and functional decisions(schein,2010).

External factors such as market competition, technological advancements,

government regulation and societal expectations also exert considerable pressure on

organizational to adapt their structures and functions. Effective organizations

balance competing demands and adapt their structures and functions in response to

changing internal and external factors, enhanced efficiency, innovation and

responsiveness (Johnson et Al,2020).by aligning structure and functions with

strategic objectives, organizations can drive competitiveness and achieve sustained

success. Effective organizations are those that can balance these competing

demands and adapt their structures and functions in response to changing internal

and external factors. This requires a deep understanding of the organization

strategic goals, its internal capabilities and the external environment in which it

operates. By aligning structure and functions with strategic operations organizations

can enhance their efficiency, innovation and responsiveness which ultimately drives

competitive and achieve sustainable success. Moreover organizations that can

navigate these complexities and make informed decisions about their design are

better positioned to thrive in an increasingly dynamic and uncertain world. Through

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continuous monitoring and adaptation organizations can ensure that their structures

and functions remain aligned with their strategic goals enabling them to respond

effectively to new challenges and opportunities as they arise.

The conclusion

In conclusion, organisational effectiveness is determined by the strategic alignment

of purpose, size, structure, and functional integration. The analysis of public, private,

and voluntary sector organisations demonstrates that sectoral purpose drives

structural design, with hierarchical models common in public organisations for

accountability, hybrid or divisional structures prevalent in private firms for innovation,

and flexible, regional structures typical of voluntary organisations to support social

missions. Organisational size and scope further influence operational complexity,

with SMEs benefiting from agility but facing resource constraints, while large national

and multinational organisations require formalised structures and strong functional

coordination to maintain efficiency and competitiveness. Functional interdependence

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between marketing, finance, HR, operations, and IT is critical, as strong collaboration

enhances efficiency, innovation, and customer satisfaction, whereas poor integration

can lead to duplication and strategic misalignment. To improve organisational

performance, it is recommended that organisations align their structures with

strategic objectives, enhance cross-functional integration through effective

communication and collaborative planning, adopt flexible practices to respond to

environmental changes, leverage technology and digital systems for coordination

and decision-making, embed sustainability and stakeholder value into operations,

and conduct continuous evaluations to ensure alignment with strategic goals. By

implementing these recommendations, organisations can achieve operational

excellence, adaptability, and long-term competitive advantage in today’s dynamic

business environment.

Reference list:

Machado-Da-Silva, C. L. (2003). Organizations: rational, natural, and open systems.

Revista De Administração Contemporânea, 7(2), 219. [Link]

65552003000200017

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Mintzberg, H. (1989). The Structuring of Organizations. In The structuring of

organizations (pp. 322–352). [Link]

Bartlett, C. A., & Beamish, P. W. (2018). Transnational Management: Text and

Cases in Cross-Border Management. [Link]

Johnson, G., Scholes, K., & Whittington, R. (1989). Exploring Corporate Strategy:

text and cases. [Link]

Subramanian, A., & Nilakanta, S. (1996). Organizational innovativeness: Exploring

the relationship between organizational determinants of innovation, types of

innovations, and measures of organizational performance. Omega, 24(6), 631–647.

[Link]

Tierney, W. G., & Schein, E. H. (1986). Organizational culture and leadership.

Academy of Management Review, 11(3), 677. [Link]

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