Report: Analyzing Management and Business Context of Simcoa Operations

This report provides a comprehensive analysis of Simcoa Operations Pty Ltd, focusing on its management and business context. It begins with an introduction to organizational structure, highlighting its traditional hierarchical approach with the CEO at the top. The report then delves into organizational culture, internal and external environmental forces, and risk factors such as market fluctuations, government regulations, and competition. It emphasizes the importance of regionalization to enhance organizational performance, and the need to maintain silicon quality. The report concludes with recommendations, suggesting that Simcoa Operations adopt regionalization to capitalize on global demand, and references relevant literature on strategic planning and business management. This report offers valuable insights into the company's operations, challenges, and potential strategies for improvement.

Management &
Business Context

Hello!
Arrangement of organizational
activities in order to attain desired
goals is known as management in
business context.
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Table of contents
• Introduction
• Organizational culture
• External and Internal forces
• Risk factors
• Enhancing organizational performance
• Important functions
• Conclusion and Recommendations
• References

Introduction
Under this assessment, organizational structure of
Simcoa Operations Pty Ltd will be discussed along with
analyzing impact of external and internal forces over
organizational performance. Apart from this, this
assessment will focus over trending risk factors faced by
organization which affect the decision making process of
organization (Zheng, Yang & McLean, 2010).
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- Every activity which is been executed at workplace of Simcoa
Operations Pty Ltd are controlled by top level management.
- This defines that organization structure of Simcoa Pty Ltd is a
type of traditional organizational structure.
- According to traditional system, CEO (chief executive officer)
or Chairman acts as the top most authority in Simcoa
Operations Pty Ltd takes final decision for organization.
- Further, board of directors have subsequent powers to take
decisions on behalf of the organization with mutual consent.
- organizational structure of Simcoa Operations last layer
includes workforce and supervisors (Bryson, 2018).
Organizational Culture
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External and Internal Environmental
forces
Internal forces includes
company’s strengths,
values, beliefs along with
weaknesses. Simcoa
Operations has attained
Quality ISO 9001 certificate
in relevance with
distributing highest quality
silicon in Australia in
comparison with other
companies engaged in same
type of operations.
External forces
includes all those
factors which affect
organizational
performance either
in positive or in
negative manner
i.e. political, legal,
ethical,
competitors, etc.
(Casadesus-
Masanell & Ricart,
2010). 6

to be continued…
In order to improvise organizational performance
meeting all requirements of internal as well as
external forces, organization is required to
regionalise its operations so that those areas
should be focused where demand for silicon is
huge.
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Risk Factors
It has been analysed that Simcoa Operations Pty Ltd
confronts various risk factors such as sudden decrease
or increase in demand of silicon, imposition of taxes
and duties over silicon manufacturing and distribution
by government, amendments in the policies of export
and import of silicon, competition from existing
companies, etc. (Chittithaworn, Islam, Keawchana &
Yusuf, 2011).
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to be continued…
Thus, it is required for the organization to reduce the
impact of these risk factors so that the desired goals
and objectives could be attained along with
maintaining the acquired position in the market.
Primary measures for confronting risk factors are
ignorance of risk, acceptance of risk and transfer of
risk.
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Enhancing Organizational Performance
Major and primary
reason through
which
organizational
performance could
be enhanced is
adaptation of
regionalisation
(Trkman, 2010).
Simcoa Operations
will majorly focus
over those areas or
market globally
under which
demand for silicon
will be high.
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Important Functions
With the objective of implementing regionalisation at
workplace, Simcoa Operations requires to fulfil the demand
of silicon of new target markets. In relation with the
attainment of desired goals and objectives, it is required to
maintain quality of the silicon along with determination of
new and unique measures for enhancing the quality of the
products distributed by organization (Wang, Chen & Chen,
2012).
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Recommendations and Conclusion
In order to enhance organizational performance, it has been
recommended to the organization to adopt regionalisation as
soon as possible so that the areas in the global market
where silicon is produced in less quantity and to fulfil their
demand, they import from other countries.
It can be concluded that Simcoa Operations Pty Ltd is a large
company of producing silicon. They produce highest quality
silicon as they use qualitative raw materials along with ash
charcoal and high quality quartzite.
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References
- Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A
guide to strengthening and sustaining organizational achievement. John Wiley &
Sons.
- Casadesus-Masanell, R., & Ricart, J. E. (2010). From strategy to business models and
onto tactics. Long range planning, 43(2-3), 195-215.
- Trkman, P. (2010). The critical success factors of business process
management. International journal of information management, 30(2), 125-134.
- Wang, C. H., Chen, K. Y., & Chen, S. C. (2012). Total quality management, market
orientation and hotel performance: The moderating effects of external environmental
factors. International Journal of Hospitality Management, 31(1), 119-129.
- Zheng, W., Yang, B., & McLean, G. N. (2010). Linking organizational culture, structure,
strategy, and organizational effectiveness: Mediating role of knowledge
management. Journal of Business research, 63(7), 763-771.
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Thanks!