External processes in the organisation

Length: 1012 words

The Footsteps Business blueprint on tourists’ visit to historical sites, it shows that the backstage internal activities commence with the conduction of research on historical sites. The researcher then passes his findings to members of his tourist guides. Customers contact the administrative organ of the business to book their reservation for the trip to the historical sites. It is the duty of the tourist’s guide to accompany these clients to the sites. The source of this blueprinting comes from the experience shared by customers who had embarked on historical tours.

And also employees of historical tourist’s sites share their internal process of operation in their organisations. The Footsteps Business conforms to those observed characteristics associated with small- scale entrepreneurial business venture. And it is also seen that there is a sharp contrast of characteristics of the Footsteps Business and those associated with large- scale entrepreneurial venture. The conformity of the Footsteps Business to other entrepreneurial venture is enumerated below. The decision-making procedure of the Footsteps Business is centralized, and controlled by Roger and Judith.

While both couple operates in their separate area of supremacy, the business decision flows from them, no room for inviting decision or discretionary display from within or outside the business. Even when Izzy and Max came to partake in the business the decision making process was still centralized. This scenario of things conforms to the characteristics of a small- scale business outfit. Another area where the Footsteps business conforms to other small entrepreneurial ventures is in its informal organizational structure.

The structure that exists in the Footsteps Business has no clear defined responsibilities for the managers of the business; while Roger concentrate in the research of new historical fact, Judith who hitherto, is responsible for the administration of the business still turns to Roger to partake in some of this administrative functions. Also, she gives no room for delegation of functions to those employed by the business. The imposed degrees of structure, formalization and routine dissemination of functions is another characteristics of the Footsteps Business that conforms with other small- scale business.

In this aspect, there is conformity to the same pattern of carrying out the business activities, with little room for transformation and modification to current management techniques and technological advancement. Sticking to the same old knowledge and pattern of operation is another area of conformity with operational pattern of other small entrepreneurial venture. The introduction of Izzy and Max to the Footsteps Business, this gave them a partial ad hoc control of the operational system of the business. This control level is just temporal, and could be terminated in the shortest time.

This partial ad hoc control- system links the Footsteps Business with what ensures in other small entrepreneurial ventures. In the operational level of Footsteps Business that contradicts other entrepreneurial ventures, this is mostly in contracts with those characteristics of large- scale entrepreneurial ventures. Most large-scale entrepreneurial ventures operate under the principle of delegation of functions, they also consult specialist who specializes in functional area and embraces a participative organizational setup.

It is seen that the Footsteps business lacks these strategic management processes. There is no room for delegation of functions, no consultative forum with specialists, and there is no participative practice in the activities of the business. As enumerated before, the Footsteps Business operates a centralized decision making system. This decision structural set-up differs from what exist in large-scale entrepreneurial venture, where they operate a de-centralized decision –making system. There is, also, absence of teamwork in the Footsteps business.

Roger operates separately in his research investigation; while the wife, Judith, suffers in silence over the burdensome administrative functions she operates. In a typical large- scale firm, the principle of ‘espirit de corps’ is operational. A formal structure, system and a reward network characterize the large- scale entrepreneurial venture. This is absence in the Footsteps Business and most small- scale entrepreneurial outfits. The Footsteps Business stick to its old entrepreneurial innovations, even as the years past by.

This contracts with what ensures in large-scale business. Most large- scale entrepreneurial venture lost their entrepreneurial operational impetus as the business expands. Thus, the business gets diluted or lost as the business expands in its operational levels. The procurement procedure of the Footsteps business has being based on its ability to pursue a vigorous research work on it historical sites, this has aided the increase in the number of staff patronage to the business.

Thus, the procurement procedure lies in its seeking for historical sites to research on, and also it best way to analyze, and explain to its tour guides. In the view of Bunn and Perrault (1993) Task uncertainty strongly influences how buyers approach and carry out purchase decisions. Not surprisingly, when buyers are confident in making their purchase decisions, as in a standard rebuy situation, they will usually rely on routine procedural controls and avoid spending time searching for information or conducting formal analysis of their alternatives.

Yet task uncertainty does not necessarily motivate buyers to seek more information or employ formal tools and techniques to clarify the purchasing situation. Instead, uncertainty may discourage information seeking, a reaction known as the “threat rigidity” effect” The above shows that when an organization embark on a well articulate procurement process, this goes a long way to aid the organization, in its efficient delivery of services to its clients and the attainment of its goals effectively. Customer tends to behave in diverse ways in regard to the services they enjoy from an organization.

If such organization does little in adequately satisfying the need of its customers, these customers tend to look for someone else to derive their satisfaction. Thus, the end result of this is that such organization tends to loose its customer to its competitors. It is also seen that clients and customers tend to stick to a source where they derive the satisfaction of their wants. No matter the emergence of other organizations, if these customers will continue to patronize the organization that has being satisfying their needs, even for a long time to come.

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