Industry Analysis and Environmental Business Audit of Adidas

This report presents an in-depth analysis of Adidas, a leading global sports company. It begins with an introduction to the company, its history, and its global presence. The report then delves into the different types and purposes of organizations, including public, private, and voluntary sectors, along with their legal structures, providing examples like Adidas. The report explores Adidas's organizational structure, including its flow chart, and examines the relationships between different organizational functions and how they align with organizational objectives. Furthermore, the report includes an internal and external analysis of Adidas, identifying its strengths, weaknesses, and the influence of external macro factors. It incorporates SWOT and PESTLE analyses to provide a comprehensive overview of the company's strategic position. The report also discusses the size and scope of Adidas in comparison to other organization types, offering insights into its market position and operations. The analysis covers the company's mission, vision and values, and provides a holistic view of Adidas's business operations, market position, and strategic direction. The report is a valuable resource for understanding the business environment and strategic analysis of a global company. The document is a student submission, available on Desklib, a platform providing study tools.

Student Declaration
T is is to onfir t at t is sub ission is o n or rodu ed it out anh c m h h m my w w k, p c w h y
e ternal el e e t a e table su ort fro le turer t as not been o iedx h p xc p cc p pp m my c . I h c p
fro an ot er erson s or ublis ed or un ublis ed and as not re iouslm y h p ’ w k (p h p h ), h p v y
been sub itted for assess ent eit er at or else ere onfir t at a em m h GBS wh . I c m h I h v
read and understood t eh ‘ ade i ood ra ti e and ade i Mis ondu tGBS Ac m c G P c c Ac m c c c :
oli and ro edureP cy P c a ailable on Moodle’ v .
onfir a e read and understood t e abo e tudent e larationI c m I h v h v S D c .
tudent a e rintS N m (p ) lena ro ea breE G z -A w
ignatureS
ateD 14-11-2021

Industry analysis and
Environmental Business Audit-A
case of ‘Adidas Sport Company’
Table of Contents
ntrodu tionI c …………………………………………………………………………………………………….3
lain different t es and ur ose of organisation ubli ri ate andExp yp p p , p c, p v
oluntar se tors and legal stru turev y c c …………………………………………………………….…4
lain t e si e and s o e of a range of different t es of organisationExp h z c p yp ………….5
rganisational stru ture Flo art of didasO c w ch A …………………………….…………..………8
lain t e relations i bet een different organisational fun tions and oExp h h p w c h w
t e lin to organisational ob e ti es and stru tureh y k j c v c …………………….……………..…11
n t r o d u ti o nI c
T i s r e o r t i l l o e rh p w c v
t e a n a l s i s o f d i d a sh y A
o a n i i s ac m p y w h c h
e r a n u l ti n a ti o n a lG m m
o a n T i sc m p y . h
o r g a n i s a ti o n i s
e s t a b l i s e d i n a sh 1 9 2 4
e b r u d e r a s s l e rG D
u f a b r i a n d i t a sS c h h k w
r e n a e d d i d a s o nm A 1 8
u g u s t T eA 1 9 4 9 . h
e a d u a r t e r o f d i d a sh q A
i s r e s e n t i np
e r o g e n a u r aH z c h ,
e r a n a d i d a sG m y ( -
g r o u op . c m , 2 0 2 1 ) .
T e r e i l l b e a nh w
i n t e r n a l a n d e t e r n a lx
a n a l s i s o f d i d a s i ny A
o r d e r t o i d e n ti f y
s t r e n g t s a n dh
e a n e s s e s a n d t e i rw k h
i n t e r r e l a ti o n i tw h
e t e r n a l a r ox m c
f a t o r s i l l b e r e s e n tc w p
i n t i s r e o r t o s i ti eh p . P v
a n d n e g a ti e i a t sv m p c
o f a r o e n i r o n e n tm c v m
o n b u s i n e s s
o e r a ti o n s o f a np
o r g a n i s a ti o n i tw h
e a l e i l l b ex m p w
d i s u s s e d i n t ec h
r e o r t T i s r e o r tp . h p
a l s o i n l u d e s t ec h
T a n d TS W O P E S L E
a n a l s i s o f a ny
o r g a n i s a ti o n .

Introduction
T e founder of an organisation ish
dolf assler based on is na eA D , h m .
T e na e of t e organisation ish m h
set i e di is ta en fro t e. . ‘A ’ k m h
na e dolf and as is ta enm A ‘D ’ k
fro assler T e organisationm D . h
as started t e rodu tion of itsh h p c
s oes after t e first orld arh h w w
didas o in didas ser e(A .c . , 2021). A v
its s oes and ot er s ortsh h p
a essories all o er t e globecc v h .
T is re ort ill o er t e anal sish p w c v h y
of didas o an i is aA c mp y wh ch
er an ultinational o anG m m c mp y.
T ish organisation is establis ed inh
as ebruder assler1924 G D
u fabri and it as rena edSch h k w m
didas on ugust T eA 18 A 1949. h
ead uarter of didas is resenth q A p
in er ogenaura er anH z ch, G m y
adidas grou o T ere( - p.c m, 2021). h
ill be an internal and e ternalw x
anal sis of didas in order toy A
identif strengt s andy h
ea nesses and t eirw k h
interrelation it e ternal a row h x m c
fa tors ill be resent in t isc w p h
re ort ositi e and negati ep . P v v
i a ts of a ro en iron ent onmp c m c v m
business o erations of anp
organisation it e a le ill bew h x mp w
dis ussed in t e re ort T isc h p . h
re ort also in ludes t e Tp c h SWO
and T anal sis of anPES LE y
organisation.
Explain different types
and purposes of
organisations; public, private
and voluntary sectors and
legal structures.
ubli ri ate and oluntar organisations are t eP c, p v V y h
t ree different sub se tors no or ing in t eh - c w w k h
global ar et T e ain ur ose of t e ublim k . h m p p h p c
se tor is to a elerate e ono i gro t andc cc c m c w h
industrialisation ubli organisations are t ose. P c h
organisations t at are run and ad inistered b t eh m y h
go ern ent T e ai to ser e t e ubli orv m . h y m v h p c
iti ens of t e ountrc z h c y.
T e ur ose of t e ri ate se tor is to a eh p p h p v c m k
one and ire ulti le e lo ees t an t em y h m p mp y h h
ubli se tor T e ri ate o anies o e underp c c . h p v c mp c m
ri ate o ners i ose s are a not bep v w h p wh h m y
a ailable to t e ubli it eans t e organisationv h p c; m h
ould not be on t e sto e ange and t e ubliw h ck xch h p c
an not trade in its s ares T e a a e s aresc h . h y m y h v h
and s are olders i annot be sold and boug th h wh ch c h
on sto e anges For e a le didas is ack xch . x mp , A
ri ate o an t at is listed on t e asda stop v c mp y h h N q ck
e ange ere an indi idual an e ange t eirxch wh v c xch h
s ares T e ar et si e of didas is billionh . h m k z A 14.3
as er t e dataGBP p h 2021 (statista o.c m, 2021).

(Adidas, 2011)
T TPRIVA E ORGANISA ION
SOLE TRADER
 s a t e of organi ationI yp z
o ned and run b one ersonw y p
an a e fe e lo ees(c h v w mp y ).
 e our o n bossB y w
 as to set uE y p
 Freedo to a e de isionsm m k c
 ee all t e rofitK p h p
 es onsibilitR p y
 nli ited liabilit a a eU m y (m y h v
to a t e losses ade b t ep y h m y h
business out of t eir o nh w
o etp ck ).
 T e need to register ith y w h
M C to a t e ta esH R ( p y h x ).
.
PARTNERSHIP
 s a t e of asso iation ofI yp c
or ore ersons to2 m p
arr on as o o ners ofc y c - w
a business for rofitp .
 rofit is s areP h .
 artners a not al a sP m y w y
agree on de isions for t ec h
business
 a artner a ta onE ch p p y x
t eir s are of t e rofith h h p .
 T e need to registerh y
it Co anies ousew h mp H .
 Me orandu andm m
rti les of sso iationA c A c
 ares an onl tradeSh c y
it er ission of t ew h p m h
oard of ire torsB D c
 artners i is set u aA p h p - p
eed of artners iD P h p,
signed b a soli itor asy c
itnessw .
 nli ited liabilitU m y
LIMITED COMPANY
 s a ri ate o an ose o nersI p v c mp y wh w
are legall res onsible for it s debtsy p ’
onl to t e e tend of t e a ount ofy h x h m
a ital t e in estc p h y v .
 Ta effi ientx c
 i ited liabilitL m y
 are oldersSh h
 to e ange an bu t eS ck xch (c y h m
s aresh )
 onstrained o an is its ossessA c c mp y p
la ful substan e ri ate restri tedw c . A p v c
o an asc mp y h one or orem
indi idualsv , oreo er alledm v c
s are olders or ro rietors oh h p p , wh
ur ase in t roug ri ate dealsp ch h h p v .
e uti es are o an or ers oEx c v c mp y w k wh
ee u it all aut oritati e errandsk p p w h h v
and assess filings but don t oug t to' h
be s are oldersh h .
 Me orandu of sso iationA m m A c
 rti les of sso iationA c A c
 Co anies ouse in t emp H h UK
VOLUNTARY ORGANISATION
 on rofit run b indi iduals o do not get aid forN p , y v wh p
running t e organi ation donations arith z , , ch y.
 T e oint of intentional asso iations is to satisf t eirh p c y h
ission and or to ards t e ore ro inent greatm w k w h m p m
in a fe arti ular a instead of to for a benefitw p c w y, m .
T is regularl i lies t e organi e t ings in anh y mp h y z h
une e ted a t an a trade ould doxp c w y h w .
 ortunit to de elo ne s ills no ledgeOpp y v p w k , k w .
 o in o eL w- c m .
 ort ter s goalsSh m .
PUBLIC ORGANISATION
 ubli se tor is o ned b go ern ent t eP c c w y v m , h y
ro ides goods and ser i es for t e benefit ofp v v c h
o unitc mm y
 Funding for ubli ser i es are usuall raised bp c v c y y
ta esx .
 To ro ide a ser i es to t e o unitp v v c h c mm y.
 rote tion of ubli interestP c p c .
 ro ides ser i es t at ould be un rofitable if isP v v c h c p
ro ide b o an in t e ri ate se torp v y c mp y h p v c .
 s a ubli se tor organi ation it fa e littleA p c c z , c
o etitionc mp .
 ften onsider to be beauro ratiO c c c
 Can often ro d out ri ate o an‘c w ’ p v c mp y.
 alter of go ern ent is li el to ruel anges inA v m k y c ch
needs so anges in finan ing and in estingch c v .
 e ifi oli b go ern entSp c c p cy y v m .
lain t e si e andExp h z
s o e of a range ofc p
different t es ofyp
organisations.
didas ltdA .
t as t e ision of transfor ingI h h v m
t e li es of o unities t rough v c mm h h
si al a ti it and s orts tsphy c c v y p . I
ission is to unite t em h
Mission:
T e ission state ent of didas ish m m A
t at t e are o itted toh h y c mm
ontinuousl strengt en its brands andc y h
rodu ts to i ro e its o etiti ep c mp v c mp v
osition rganisations bind to t ep . O h
ontinuous i ro e ent in ualit ofc mp v m q y
rodu t loo of rodu ts feels andp c , k p c ,
i ages of t e rodu ts also dedi atedm h p c , c
to onsistentl deli ering t ec y v h
outstanding finan ial resultc . .

isionV :
T e ision state ent of didas is toh v m A
be t e design leader it a fo ush w h c
on getting t e best out of t eh h
at letes it erfor an eh w h p m c
guaranteed rodu ts in t ep c h
s orts ear ar et orld idep w m k w w
T e an be i ro s all ediu orh y c m c , m , m m
large ifferentiators bet een t ese. D w h
t es of o anies are t e nu ber ofyp c mp h m
e lo ees t e nu ber of o nersmp y , h m w
and or s are olders t eir ar et/ h h , h m k
s are t eir s are of t e total ar eth ( h h h m k
turno er in t e res e ti e industrv h p c v y),
and our legal statusy .

i e andS z
s o e ofc p
organi atioz
n
allSm
to e lo ees10 49 mp y .
ess t anL h £6.5
illion annualm
turno erv .
Medium
to50 249
e lo eesmp y .
nderU £12.9
illion annualm
turno erv
argeL
More t enh 250
e lo eesmp y .
nnual Turno erA v
greater t enh £25.9
illionm .
Mi roc
to e lo ees1 9 mp y
nder illionU £1.7 m
annual turno erv .
T e stru ture si e and s o e of an organisation are related to t e goals of t e o an sh c , z , c p h h c mp y’
organisation t turns out t at e er organisation sets itself as a ri ar goal onl if it as a. I h v y p m y y h
good organisational stru ture f t ere are fe eo le in t e organisational stru ture andc . I h w p p h c
t ere is no no ledge of roles and subordinates t e goal annot be a ie ed be ause t eh k w , h c ch v c h
roles are not lear ll business organisation on t e ot er and set goals based on t eir si ec . A , h h h , h z .
f our organisation is large and ou are in esting ea il set big goals as our business goalsI y y v h v y, y
ard et al o e er ile all businesses a e a o on goal of ser i ing t eir(W . 2011). H w v , wh h v c mm v c h
usto ers and a ing rofit t e le el of rofit de ends on t eir si e rganisation set t eirc m m k p , h v p p h z . O h
o n business goals b anal sing t e si e of t eir business f our organisation s field ofw y y h z h . I y ’
a ti it is to ser e do esti usto ers t en it sets its business goals a ordingl n t ec v y v m c c m , h cc y. O h
ot er and if ou see ourself ser ing international usto ers ou set our business goalsh h , y y v c m , y y
a ordingl e ending on t eir rodu ts and ser i es organisations deter ine t eircc y. D p h p c v c , m h
stru ture si e and s o e f t e business organisation sees t is t e rodu t does not re uirec , z , c p . I h h , h p c q
a large organisational stru ture T en t e don t fi it n t e ot er and if t e s o e of ac . h h y ’ x . O h h h , h c p
rodu t or ser i es is ast t e organisation reates a uge organisation and reates ap c v c v , h c h c
olu e ot er ise it reates a s all organisationv m , h w c m .

didas is a large o anA c mp y,
t e o an adh c mp y h 62,285
e lo ees orld ide nmp y w w . I
nited ingdo didas2019 U K m A
a e e lo eesh v 1186 mp y
lobal atabase(G D , 2019).
nnual Turno er is oreA v m
t an a billion obinsonh £1 (R ,
didas s o e is to be2021). A c p
global in sales.
Mi roc : Mi ro enter rises see large s ale ob reation in t ec - p k - c j c h
e ono se arate fro for al se tor and an do so it erc my p m m c c w h v y
li ited funding and in est ent not er goal is t e e ansionm v m . A h h xp
of industr and o er e in an e ono i all underde elo edy c mm c c m c y v p
are T e e ono in general. h c my .
allSm : all enter rises are essential due to t e fa t t eSm p h c h y
offer ossibilities for ar eters and reate signifi ant obsp m k c c j
it e tra tas ride t an ositions it larger on entionalw h x k p h p w h , c v
o anies T e foster neig bour ood e ono iesc mp . h y h h c m ,
aintaining as near do esti and assisting neig bour oodm c h m c h h
and o unities T e ob e ti es of s all industr arec mm . h j c v m y ,
reating ore e lo ent o ortunities su orting t ec m mp ym pp , pp h
de elo ent of rural and less de elo ed e ono i regionsv pm v p c m c
redu ing regional i balan esc m c .
Medium: T e goal of a ediu o an ould be toh m m c mp y w
a i ise its rofits and gro t in order to e and itsm x m p w h xp
urrent business o erations and in rease ar et s arec p c m k h .
o ern ents often ro ide in enti es toget er itG v m p v c v , h w h
fa ourable ta treat ent and ig er a ess to loans tov x m h h cc ,
assist ee t e in businessk p h m .
argeL : arge businessesL
are ital to t e generalv h
e ono as a result of t ec my h y
a e a tenden to ossessh v cy p
additional onetarm y
resour es t an littlec h
or orations to ondu tc p c c
anal sis and de elo ney v p w
goods and t at t e usuall, h h y y
su l ore aried obpp y m v j
o ortunities and biggerpp
ob stabilit ig er agesj y, h h w ,
and ig er ealt andh h h h
retire ent edgesm .
Mi roc allSm Medium
a lesEx mp out ensington ClubS h K
tdL
ort and eisure CentresSp L
i itedL m
uino ensingtonEq x K
i ited FargoL m ( , 2021)
i eS z nder illion annualU £ 2 m
turno erv .
e lo ees ndole8 mp y (E ,
2021)
illion annual£ 10 m
turno erv .
to e lo ees10 49 mp y .
ndole(E , 2021)
illion annual£ 10 - £50 m
turno erv .
to e lo ees50 249 mp y .
ndole(E , 20210
o eSc p it in t e nitedW h h U
ingdoK m
it in t e nitedW h h U
ingdoK m
n t e nited ingdoI h U K m

Transnational or orationc p :
transnational or oration isA c p
a o an engaged in t ec mp y h
international rodu tion ofp c
goods or ser i es foreignv c ,
in est ent or in o e andv m , c m
ealt anage ent in orew h m m m
t an one ountr t buildsh c y. I
fa tories in de elo ingc v p
ountries be ause land andc c
labour are ea er t erech p h . Multinational or orationc p :
ultinational organisation isA m
a business t at organisationh
t at o erates in t o or oreh p w m
ountries and is a for ofc m
organisation t at definesh
foreign dire t in est entc v m .
Ca ital an o e fro onep c m v m
ountr to anot er inc y h
anti i ation of a ig er returnc p h h . lobal organisation orG
orld organisationW :
n international allian eA c
in ol ing an differentv v m y
ountries rganisationc . O
t at o erate in differenth p
ountries and ultures arec c
alled global organisationsc .
T eir origins an be foundh c
in one of t e globalisedh
ountries of t e orldc h W
Trade rganisation as ellO w
as in ot er su ranationalh p
s ste s t at oordinatey m h c
t e a ti ities of nitedh c v U
ations and ot erN h
organisations t e sa e, h m
si ilarm .

lain t e relations i bet een differentExp h h p w
organisational fun tions and o t e lin toc h w h y k
organisational ob e ti es and stru turej c v c .
rganisational tru ture flo art of didasO S c w ch A
XKZKXJNJZX
CEO C air an of oardh m B i e C air an of boardV c h m Me ber of t em h
su er isor boardp v y
rganisational tru tureO S c
 CFO
 Chief corporate
communication officer
 General counsel
 Global head of brands
 Head of public relations

 T C F C T FF CKASPER RORS ED - HIE EXE U IVE O I ER
 CROLAND AUS HEL - GLOBAL SALES
 BRIAN GREVY - GLOBAL BRANDS
 M M F CHAR OHL EYER – INAN E
 M M M CA ANDA RAJKU AR - HU AN RESOUR ES
 M T TAR IN SHANKLAND - GLOBAL OPERA IONS
About Adidas
 didas is a er an s orts earA G m p w
o anc mp y
 stablis ed inE h 1949
 ead uarter is in er ogenaurah q H z ch,
er anG m y
 Mar et a itali ation of didas isk c p z A
billion dollars14.3 US
 didas as for erl no n as t eA w m y k w h
assler rot er oe fa torD B h Sh c y
bet een to later on t ew 1924 1949, , h
anges its na e to didasch m A .
EXECUTIVE BOARD
Adidas Factsheet
Impossible is nothing
 T M C MHO AS RABE – HAIR AN
 IAN GALLIENNE - T C MDEPU Y HAIR AN
 M T C MUDO UELLER* - DEPU Y HAIR AN
 T C ro e t ManagerPE RA AUERBA HER* - P j c
 T M ire tor ro e tsROSWI HA HER ANN* - D c P j c
SUPERVISORY BOARD
Products
 arelApp
 Foot earw
 ort earSp w
 ortsSp
e ui entq pm
 Toiletries
Acquisition
 alo on rouS m G p
 eeboR k
 untastiR c
 da s olfA m G
The Adidas Group's net
sales worldwide from 2000

lain t e relations iExp h h p
bet een differentw
organisational fun tionsc
and o t e lin toh w h y k
organisational ob e ti esj c v
and stru turec .
T e business fun tion of t eh c h
organisation is no n as t ek w h
ro esses and o erations t at tell t ep c p h h
s oot fun tioning of anm h c
organisation Man startu s and big. y p
enter rises offer a arti ular role orp p c
fun tion to t e arti ular de art entc h p c p m .
ut in s all enter rises ire eo leB m p , h p p
o an erfor ulti le o erationswh c p m m p p
or fun tions rat er t an iring ac h h h
s e ialist Caglep c (
et al usiness, 2019). B
fun tions of a big organisation li ec k
didas a e ulti le de art entsA h v m p p m
li e trateg de art ent Finan ek S y p m , c
de art ent sales and ar etingp m , m k
de art ent nfor ation andp m , I m
te nolog de art ent resear andch y p m , ch
de elo ent de art ent usto erv pm p m , c m
ser i e de art ent and u anv c p m h m
resour e de art ent T esec p m . h
de art ents la a ital role in t ep m p y v h
business fun tions i oordinatesc wh ch c
it ea ot er for t e s oot andw h ch h h m h
unifor flo of business fun tionm w c
Fareri(
et al, 2018).
trategS y:
T is de art ent of didas reates and de elo s neh p m A c v p w
strategies for its rodu ts to a ie e t e ai s goalsp c ch v h m ,
and ob e ti es of t e organisation n organisationj c v h . A
need to reate a ell lanned a tion lan or strategc w -p c p y
i an sustain in t is o etiti e ar etwh ch c h c mp v m k .
ifferent de art ents are inter onne ted it eaD p m -c c w h ch
ot er to ser e t e organisational ur ose n t eh v h p p . I h
ierar i al stru ture arious fun tions are arriedh ch c c , v c c
out under t e su er ision of line anagers o areh p v m wh
o erseen b t e ead of t e de art entsv y h h h p m .
ales and Mar etingS k :
T is is one of t e ital de art ents of anh h v p m
organisation as t e are res onsible for t eh y p h
ar eting and sales of t e rodu ts n t ism k h p c . I h
de art ent an e lo ee or s on t e ar etingp m , mp y w k h m k
and sales strategies to in rease t e re enue andc h v
rofit argin of t e organisation t is lin ed itp m h . I k w h
ot er de art ents su as o eration or rodu tionh p m ch p p c
as t e latter rodu es rodu ts t at are laterh p c p c h
ar eted and sold b t e sales or ar eting team k y h m k m.
esear and de elo entR ch v pm :
T is is anot er i ortant de art ent en ith h mp p m wh
o es to t e ar et resear and rodu tc m h m k ch p c
de elo ent of didas T e de art ent ofv pm A . h R & D p m
didas or s for t e reati e and inno ati e ideasA w k h c v v v
t at an be ut into t e ne rodu ts T ish c p h w p c . h
de art ental fun tion is lin ed it ar eting andp m c k w h m k
rodu tion as based on resear results rodu tsp c ch , p c
are anufa tured and ar eting is done to targetedm c m k
usto ersc m .

nfor ation Te nologI m ch y:
T e infor ation te nologh m ch y
de art ent of didas al a s tr top m A w y y
inno ate its rodu ts it nev p c w h w
te nolog so t at t e an ro idech y h h y c p v
a good e erien e to t eirxp c h
usto ers T is arti ularc m . h p c
de art ent of an organisationp m
al a s fo uses on t e te nologw y c h ch y
and o eration de elo ent of anp v pm
organisation. T is de art ent as ah p m h
relations i it ot er fun tionalh p w h h c
se tions su as ar etingc ch m k ,
rodu tion usto er ser i e and sop c , c m v c
on t ser es re uired te nologi al. I v q ch c
e ui ent and tools to t e soq pm h m
t at t e an o erate effi ientlh h y c p c y.
Custo er er i em S v c :
en it o es to t e are of usto ers t is de art entWh c m h c c m h p m
of didas al a s fo uses on sol ing a usto er robleA w y c v c m p m.
didas is a usto er entri organisation i al a s trA c m -c c wh ch w y y
to builds t e relations i it its usto erh h p w h c m . T ish
de art ent an be lin ed it sales and ar eting se tionp m c k w h m k c
as better usto er ser i e influen es ar eting and salesc m v c c m k
o ortunitiespp .
u an resour eH m c :
To ire ne eo le for t e organisation t e u anh w p p h , h H m
esour e de art ent of t e organisation as a bigR c p m h h
res onsibilit u an esour e de art ent al a sp y. H m R c p m w y
fo uses to ire great talent for didas i ouldc h A wh ch c
ontribute to t e gro t of an organisation T e u anc h w h . h H m
esour e de art ent is lin ed it se eral fun tions suR c p m k w h v c ch
as finan e o erations ar eting and ot ers as it el s inc , p , m k h h p
re ruiting and de elo ing re uired ersonnel to eetc v p q p m
organisational goals.
Finan ec :
T e finan e de art ent of didash c p m A
andles t e budget a ountingh h , cc
and funding related t ings of t eh h
organisation f an organisation. I
re uires funding or a ountq cc -
related state ents or databasem
t en t e finan e de art enth h c p m
ould oordinate it t ew c w h h
res e ti e de art entp c v p m . T ish
de art ent is onne ted itp m c c w h
ot er de art ents as it lansh p m p
budgets and allo ated resour es toc c
de art ents li e u an esour ep m k H m R c
anage ent ar etingm m , m k ,
o eration and ot ersp , h .