Comparative Analysis of Business Environments and Organizational Types

This report provides an in-depth analysis of the business environment, examining various organizational structures and their operations. It begins with an introduction to the business environment, highlighting internal and external factors that influence business procedures. The report then categorizes different types of organizations, including private, public, and voluntary sectors, and discusses the growth of the international business environment. Three organizations are analyzed in detail: Dixon Carphone (private sector), the Department for Digital, Culture, Media & Sport (public sector), and Oxfam (voluntary sector). For each organization, the report covers its vision, legal structure, stakeholders, size, and organizational structure. The conclusion summarizes the key differences between these sectors, emphasizing the focus on profit, service quality, and social services, respectively. The report includes a comprehensive list of references, including journals, textbooks, online articles, and websites to support its findings.

BUSINESS AND THE BUSINESS
ENVIRONMENT

INTRODUCTION
In this era, business environment impacts a lot in
the operation procedure. Business environment
could be defined as the total number of factors that
impacts in the business procedures. Those factors
could be classified as external or internal. These
factors work with each other in order to effect the
international business environment.

DIFFERENT TYPES OF
ORGANIZATION
• Private sectors are not
operated or controlled by
government of a country.
• As stated by Cull et al.
(2015), public sectors are in
total control of a
government and are
considered as nonprofit
organizations.
• Voluntary sectors focus in
charity and helping people.
(Source: http://ocean.happeningmag.com/local-
business-organizations-invite-events-2014)

GROWTH OF INTERNATIONAL
BUSINESS ENVIRONMENT
• The environmental changes has
affected in the growth of the
business in recent years.
• Seeking of new markets to
expand the business, surviving in
core competencies have impacted
in the international business
environment.
• Better opportunities in global
market and increasing demand of
the customers are the main
reasons of this growth
(Kljucnikov et al. 2016).
(Source: https://the-happy-manager.com/articles/the-
business-industry-environment/)

ORGANIZATION 1: (PRIVATE SECTOR)
• Private sectors are operated by
entrepreneur or formed due to merger.
For example, Dixon carphone is formed
as a result of merger between Dixons
retail company and warehouse group of
carphone.
• The main products of the company is
related with electronics and services
related with telecommunications.
• The private sector company especially
large organizations earns huge amount
of individual profit. For example,
Dixon earns £10.60 billion
approximately and total numbers of
employees are 45000 approximately.
(Source:
https://www.123rf.com/clipart-vector/private_sector
.html?sti=n154pmxa5j795f0163|)

VISION OF DIXON, LEGAL STRUCTURE
AND STAKEHOLDERS
• Vision of Dixon is to evolve as
a largest service provider for
the customers in UK and
international market.
• The management of the
company has maintained a
high standard of governance by
maintaining all the legal
structures and rules.
• Customers and suppliers are
the main shareholders of the
company
(Dixoninfo.com,2018)
(Source:
https://www.irishexaminer.com/breakingnews/business/liqui
dator-to-wind-down-dixons-irish-mobile-unit-831214.html)

ORGANIZATION 2: PUBLIC SECTOR
• UK government has developed
Department for Digital, Culture,
Media & Sport
• Public sector focuses on quality of
service more than their profit.
• As opined by Roth (2016),
Government of UK has selected
common public services at lower
cost in order to protect their
culture.
• For example, DCMS contributes to
different public sectors like art
market, design, fashion, film and
so on.
(Source:
https://biz-architect.com/industries/public-sector/)

SIZE AND VISION
• UK government has allocated
budget for near about 50000 public
sector in UK (Burnard, Bhamra &
Tsinopoulos, 2018).
• UK public sector is large and near
about ¼ working population works
at public sectors
• For example, department of digital
culture, media and sport has
focused on sports and media of
England.
• UK government has focused on
public sectors in order to promote
digital economy.
(Source:
https://www.gov.uk/government/news/change-of-
name-for-dcms)

ORGANIZATIONAL STRUCTURE AND
STAKEHOLDER
• Government sector DCMS has
developed near about 23
organizational policies in order to
serve better to their customers
(Gov.uk,2018).
• Basic requirements of UK
population like cyber security, data
protection and other security
aspects are maintained by public
sectors.
• Suppliers can get benefited by
selling products directly to
government.
• People can observe transparency in
price and can buy products at
affordable rate.
(Source: https://www.parliament.uk/business/committees/committees-a-
z/commons-select/digital-culture-media-and-sport-committee/inquiries/
parliament-2017/work-of-dcms-17-19/)

ORGANIZATION 3: VOLUNTARY SECTOR
• The companies of the voluntary
sectors are nonprofit organizations
that use their income to help the
needy. For example, Oxfam is an
organization that was formed in
1942.
• Voluntary organizations like Oxfam
helps the needy people during a
disaster, it also works in many
developmental projects and organize
various campaigns.
• Oxfam is a big organization formed
by merging 20 different independent
organizations (Oxfam.org.uk, 2018).
(Source:
http://www.open.ac.uk/blogs/OpenLearn_in_North_and_M
id_Wales/?paged=2)

VISION OF VOLUNTARY ORGANIZATION, LEGAL STRUCTURE AND
STAKEHOLDERS
• The management of nonprofit
organizations like Oxfam is focused to
raise adequate campaigns against
eradication of poverty and help the needy
people during any disaster.
• Nonprofit organizations that works globally
need to follow the rules of different
countries in order to provide the services
legally.
• Among the stakeholders of different
voluntary organizations, the small
independent organizations and different
people who contributed to fulfill the aim of
the organizations are significant. For
example, 20 different independent
organizations contributed in the operations
of Oxfam (Oxfam.org.uk, 2018).
(Source: https://www.theguardian.com/global-
development/2018/feb/13/oxfam-scandal-must-
force-aid-sector-to-finally-address-its-own-power)

CONCLUSION
Different kinds of organizations have different size, shape and
scope in business. It can be concluded that, public sectors
focus on quality of service. On the other hand, private sectors
focus on their own financial profit. However, voluntary stores
focus on social services and they focus on quality of their
product and services. Private sectors need to improve quality
of their product and service in order to maintain customer
satisfaction.

REFERENCE LIST
• Journals:
• Roth, S. (2016). Growth and function: a viral research program for next organisations. International Journal of Technology Management, 72(4), 296-309. < http://www.univie.ac.at/constructivism/archive/fulltexts/4048.pdf >
• Burnard, K., Bhamra, R., & Tsinopoulos, C. (2018). Building organisational resilience: four configurations. IEEE transactions on engineering management. 36, 95-111. < http://dro.dur.ac.uk/23940/1/23940.pdf >
• Bolden, R. (2016). Leadership, management and organisational development. In Gower handbook of leadership and management development (pp. 143-158). Routledge. <
https://ore.exeter.ac.uk/repository/bitstream/handle/10036/17493/what_is_leadership.pdf?se.. >
• Reefke, H., & Sundaram, D. (2017). Key themes and research opportunities in sustainable supply chain management–identification and evaluation. Omega, 66, 195-211. <
https://dspace.lib.cranfield.ac.uk/bitstream/handle/1826/10057/Key_themes_and_research_opportunities_in_sustainable_suppy_chain_management-2016.pdf?sequence=3 >
• Ifinedo, P., & Olsen, D. H. (2015). An Empirical Research on the Impacts of organisational decisions’ locus, tasks structure rules, knowledge, and IT function’s value on ERP system success. International Journal of Production
Research, 53(8), 2554-2568. < https://brage.bibsys.no/xmlui/bitstream/handle/11250/2390919/IJPRDR.pdf?sequence=3 >
• Varoutsa, E., & Scapens, R. W. (2015). The governance of inter-organisational relationships during different supply chain maturity phases. Industrial Marketing Management, 46, 68-82. <
https://pdfs.semanticscholar.org/ee86/f8298dc4c4091393542955866f8defa2253c.pdf >
• Breukers, S., & Upham, P. (2015). Organisational aspects of public engagement in European energy infrastructure planning: the case of early-stage CCS projects. Journal of Environmental Planning and Management, 58(2), 252-
269. < http://eprints.whiterose.ac.uk/81499/1/Breukers%20Upham%20CCS%20JEPM.pdf >
• Darcis, C., & Thunus, S. (2017). The work coordinators do. An organisational reflection on the coordination function as enactive of change in complex policy fields. 25, 37-52. <
https://orbi.uliege.be/bitstream/2268/216675/1/Darcis%20%26%20Thunus_The%20work%20coordinators%20do.pdf >
• Cull, R., Navajas, S., Nishida, I., & Zeiler, R. (2015). A new index of the business environment for microfinance. World Development, 70, 357-388.retrieved from:<
https://www.sciencedirect.com/science/article/pii/S0305750X1400388X>
• Kljucnikov, A., Belás, J., Kozubíková, L., & Paseková, P. (2016). The Entreprenurial Perception of SME Business Environment Quality in the Czech Republic. Journal of Competitiveness, 8(1).retrieved from:<
http://www.cjournal.cz/files/211.pdf>
• Virglerová, Z., Dobes, K., & Vojtovic, S. (2016). The perception of the state's influence on its business environment in the SMEs from Czech Republic. Administratie si Management Public, (26), 78.retrieved from:<
http://publikace.k.utb.cz/bitstream/handle/10563/1006540/Fulltext_1006540.pdf?sequence=1>
• Belás, J., Bartos, P., Habánik, J., & Novák, P. (2014). Significant attributes of the business environment in small and meduim-sized enterprises. Economics & Sociology, 7(3), 22.retrieved from:<
http://publikace.k.utb.cz:8080/bitstream/handle/10563/1004522/Fulltext_1004522.pdf?sequence=1>
•
• Textbooks:
• Hillary, R. (Ed.). (2017). Small and medium-sized enterprises and the environment: business imperatives. Abingdon: Routledge.
• Botha, A., Kourie, D., & Snyman, R. (2014). Coping with continuous change in the business environment: Knowledge management and knowledge management technology. New York: Elsevier.
• Hair Jr, J. F., Wolfinbarger, M., Money, A. H., Samouel, P., & Page, M. J. (2015). Essentials of business research methods. Abingdon: Routledge.
• Crane, A., & Matten, D. (2016). Business ethics: Managing corporate citizenship and sustainability in the age of globalization. Oxford: Oxford University Press.
• Online Articles:
• Gutiérrez, E., & Magnusson, M. (2014). Dealing with legitimacy: A key challenge for Project Portfolio Management decision makers. International Journal of Project Management, [Online] 32(1), 30-39. On 31st May, 2015, 2018.
Retrieved from: < http://www.diva-portal.org/smash/record.jsf?pid=diva2%3A553189&dswid=-6882 >
• Cai, S., & Yang, Z. (2014). On the relationship between business environment and competitive priorities: The role of performance frontiers. International Journal of Production Economics, 151, 131-145.retrieved from:<
http://citec.repec.org/d/eee/proeco/v_151_y_2014_i_c_p_131-145.html
•
• Websites:
• Dixoninfo.com (2018), About us, On 31st May, 2015, 2018. Retrieved from: < https://dixoninfo.com/ >
• Oxfam.org.uk (2018), About us, On 31st May, 2015, 2018. Retrieved from: <https://www.oxfam.org.uk/ >
• Gov.uk (2018), Department for Digital, Culture, Media & Sport, On 31st May, 2015, 2018. Retrieved from: < https://www.gov.uk/government/organisations/department-for-digital-culture-media-sport >