Introduction to Business Management

Introduction to Business
Management

Table of Contents
INTRODUCTION...........................................................................................................................3
MAIN BODY..................................................................................................................................3
PART A- Management....................................................................................................................3
Mintzberg’s Theory of Management...........................................................................................3
PART B- Business Environment.....................................................................................................5
1 PESTLE Analysis.....................................................................................................................5
2 Porter’s Five Forces..................................................................................................................7
PART C- Corporate Responsibility & National Culture.................................................................8
Practices to Promote and Monitor Corporate Responsibility......................................................8
Examples and Effects of Corporate Malpractice.........................................................................9
Hofstede’s Five Dimensions of National Culture........................................................................9
CONCLUSION..............................................................................................................................10
REFERENCES..............................................................................................................................11

INTRODUCTION
Management in a business organisation relates to the strategic process of overseeing and
supervising all the different operations and functions of a business organisation, allowing for the
business organisation to operate smoothly, efficiently and productively in its operational
industry. Management functions in a business organisation encompass all the planning, staffing,
organising, directing and controlling operations within it with the main aim of effective
management being to enable the business organisation to achieve its organisational objectives
and goals (Davis and Comeau, 2020). This report analyses the management operations within
Sainsbury’s which is a public retail business organisation that was created in 1869 and went
public in 1973. Sainsbury’s chain of supermarkets is the second largest in the entire UK,
accounting for over 16% of the total market share of the retail industries. Sainsbury’s operates
through more than 1,428 distinct retail establishments all across the UK and employees more
than 116,400 distinct individuals at various operational positions in its hierarchical structure.
MAIN BODY
PART A- Management
Mintzberg’s Theory of Management
Management is the strategic process through which employees of a business organisation
such as Sainsbury’s engage in planning, motivating, decision making, organising, leading and
controlling operations with the intention to make optimum and efficient use the various
organisational resources of the business allowing for the business organisation to achieve its
organisational objectives and goals.
Any manager can make use of the Mintzberg’s theory of management which details the
10 distinct roles that a successful and competent manager is required to fulfil, in order to
effectively conduct their management operations in the business organisation. The 10 different
roles of managers within businesses according to the Mintzberg’s theory are as follows:

Interpersonal Roles:
 Figurehead: As per this role, the manager is responsible for the social, legal and
ceremonial matters within the business, responsible for representing the business in a
professional and positive manner.
 Leader: This requires the manager to be organisational leaders, communicating, guiding
and coaching their fellow employees towards optimum performance standards and
success.
 Liaison: The manager is also responsible for creating network outside of their business
organisation and relaying back the relevant information.
Informational Roles:
 Monitor: This role of manager also requires them to monitor the micro and macro
environment of the business organisation towards identifying issues and problems of the
business.
 Disseminator: The manager is also needed to relay all relevant and valuable information
to their subordinates and delegate operations accordingly (Raut and et.al., 2019).
 Spokesperson: The manager should also act as the spokesperson of their business,
communicating to employees externally.
Decisional Roles:
 Entrepreneur: Just like an entrepreneur, managers should also encourage innovation and
change within the business, creating new and innovative ideas. Disturbance Handler: All internal or external roadblocks or challenges of the business
are required to be handled by the manager. Resource Allocator: The manager should responsibly allocate the organisational
resources of the business and oversee their efficient usage. Negotiator: The manager is also responsible for directing and participating in
negotiations of the business organisation.
The Mintzberg’s theory of management roles details the major roles and responsibilities
that a successful and competent manager is required to satisfy within a business organisation in