Our vision and mission
Operating performance ratios means how much the organisation is using all the resources to generate sales and cash. The company has a good operating performance.
Profitability means how much profit percent the company is able to obtain by the sales it has been doing. The company is generating 10 percent of the sales as profit.
Liquidity means how can the company liquidate all the assets easily or if the current assets will be sufiicient to meet the company’s obligation. The working capital is a meaure of company;’s working capital and the company’s working capital is 2 which is a good ratio.
- Yes it’s a business worth purchasing as the company’s ratio are worth it and all the ratio given are positive and working favourable for the company
- D. It should be around $2000
2a. Considering the business activities and the scope of the consulting company, it can be stated that in Dart Business Consulting, Adhocracy Culture can be adopted. Adhocracy oriented Culture is entrepreneurial and dynamic and is most suited for consultancy and management related businesses. It can further be added here that Adhocracy Culture is a corporate culture that is characterized by employee and client empowerment and flexibility and the emphasis is given on the individual initiatives (Naranjo-Valencia et al. 2016). Initially, Adhocracy Culture had been prevalent only in the hierarchal environments though later it was changed in forms and structure to accommodate in the modern day organizations. It is suited for business environment where there are no fixed responsibilities for the people such as in Dart Business Consulting.
2b. Adhocracy oriented Culture would be effective for Dart Business Consulting as it would help to maintain a creative, integrative and dynamic environment in the company by facilitating discussions and collaborations. It would also support the consultants to take risks and the leaders would receive the support to be risk takers and innovators as leaders would be more open to engage in experimenting with new consultation techniques for providing better suggestions depending on the market trends and the dynamic business environment (Porcu et al. 2017). The fact that this culture would promote flexibility and freedom, new techniques can be undertaken for strengthening the market position for improving competitive advantage among the competitors.
2c. For developing this kind of culture in the Dart Business Consulting, there would be need for relaxing the hierarchal structure prevalent in the organization and to render more relaxation in the manner in which the consultancy services are provided. Barriers for communication need to be minimized so that better level of interaction can be possible. Furthermore, there would also be need for motivating change in the manner in which the managers have been approaching issues that are brought to them for consultation (Eisend et al. 2016). Such support need to be extended to the managers and leaders that they can approach issues by taking risk and being innovative in their approach. Effectiveness of the leadership is required for the success of the culture in the Dart Business Consulting as this culture is helmed by the efficiency of the leaders.
3a. There are various leadership styles that can be adopted in an organization for leading change and for developing organizational culture that could be effective for the business environment. The leadership style that can be adopted in the Dart Business Consulting is visionary leadership. Visionary leadership focuses upon creation and maintenance of a vision that is triggered by discipline (Taylor et al. 2014). The leader also needs to achieve long term goals through passion and will. A visionary leader would also be innovative in its approach that is required in the workplace.
Our set of values
3b. The visionary leadership is required in Dart Business Consulting as the Adhocracy culture is adopted. Visionary leadership would allow the leader to be innovative and function as an entrepreneur also who would be willing to take risks and be innovative in approach rather than submitting to orthodox business techniques (Holten & Brenner, 2015). Thus in this manner, for adhocracy culture, the visionary leadership would be successful and relevant for the organizational culture that is adopted. Visionary leadership would also be effective for creation of new standards and for anticipation of new needs that would be required in the organization.
3c. As based on the adhocracy oriented culture and the visionary leadership, it can be added that the management style and approach that would be adopted. The management approach that can be adopted and would be relevant here would be consultative approach. In this approach to management, discussion is allowed by the managers to the employees. The leader and manager in the Dart Business Consulting would consult the issues and the probable solutions that can be consulted with the employees however the ultimate decision regarding the decision would be taken by the leader or manager only (Lazaroiu, 2015). In this regard it can be stated that the decision attempt would be for the fulfillment of the best interest of the client. It must also be added here that for the success of this management style, loyalty of the employees need to be secured.
4a. Measures need to be adopted for ensuring that the employees support the culture that has been adopted in the Dart Business Consulting. It can further be added here that for keeping the employees motivated there would be need for developing effective relationship between the managers and employees to keep them motivated. Appreciation of their contribution and views that leads to successful outcomes is also required for keeping them motivated (Kuvaas et al. 2018). For motivating employees, there would be need for re-examining the needs and desires of the employees so that they feel that they are being given importance.
4b. The approach that can be adopted for the employees in Dart Business Consulting for the success of the Adhocracy culture is employee appreciation. It is through appreciation of the employees that they can be motivated to give their opinions that can be productive for the company (Lazaroiu, 2015). It can also be added here that through appreciation, the employees would also feel that they are important and that they would not be affected by the consultative approach of management. Furthermore, the visionary leadership style would be supported by the employees.
5a. Range of Knowledge
The organization need to consider both explicit and tacit knowledge for higher benefit. For ensuring the business’s success, it is crucial to have knowledge of conducting critical thinking. It would be effective in ascertaining the pros and cons of each strategy so that best tactic can be applied in the business process. On the other hand, it is important to have knowledge about skills and capability of staff to perform the assigned work. It can help in getting work done in a desired manner, which can support in fulfilling the organization’s mission and vision.
Our digital branding
5b. Managing Explicit Knowledge
For the management of explicit knowledge, the organisation would require to emphasise on job description. It is useful for making staff understand their job role and guidelines that would require to follow to attain the set goals. Furthermore, the company can utilise cloud space for managing information about employees and other crucial elements like training schedule. Moreover, the manager of the company can easily share them with the responsible authority.
5c. Tacit Knowledge
One of the tacit knowledge components is related to building critical thinking. Such skill is shared and made available to all staff by providing training to employees. The senior executives take the responsibility to ensure that staff utilises their best critical thinking capability at work. Furthermore, knowledge relating to skills of each staff is shared with co-employees so that they can support each other at work.
6a. Ethical Issues
The proposal presents significant ethical issue, which may impact the image of the automobile company in the market. In that relation, it can be indicated that if the organisation provides information to rival bidding firm then the automobile company would be conducting unethical means to its shareholders. As a result, the shareholders may lose their trust and may also stop investing in the company. Furthermore, the other senior executives of the company may not support the owner if information is shared, which can hamper the organisational culture.
6b. Kantian Reasoning
For deciding the response to the proposal, the automobile company’s owner would require to consider engaging other senior executives to discuss whether the information related to bid should be provided or not. This will help in building and managing trust between the executives, which can result to effective collective decisions.
6c. Utilitarian Reasoning
For deciding the response to the proposal, the owner of the organisation would require to consider the possible consequences of sharing information on the organizational future growth, its image in the market. Furthermore, it would be important to ascertain the financial gains or loss if information is shared. In that context, it can be mentioned that if providing the information to other biding company is financially beneficial then it would be effective for the automobile company to use the capital to build its infrastructure. Moreover, the company can use the financial assistance for enhancing the business and human resource skills, which can ensure long-term benefit to the organisation in future. This would enable the owner to determine the goodness of the response.
References:
Eisend, M., Evanschitzky, H., & Gilliland, D. I. (2016). The influence of organizational and national culture on new product performance. Journal of Product Innovation Management, 33(3), 260-276.
Holten, A. L., & Brenner, S. O. (2015). Leadership style and the process of organizational change. Leadership & Organization Development Journal, 36(1), 2-16.
Kuvaas, B., Buch, R., & Dysvik, A. (2018, July). Individual variable pay for performance, incentive effects, and employee motivation. In annual meeting of the Academy of Management, Chicago, USA.
Lazaroiu, G. (2015). Employee motivation and job performance. Linguistic and Philosophical Investigations, 14, 97.
Taylor, C., J. Cornelius, C., & Colvin, K. (2014). Visionary leadership and its relationship to organizational effectiveness. Leadership & Organization Development Journal, 35(6), 566-583.
Naranjo-Valencia, J. C., Jiménez-Jiménez, D., & Sanz-Valle, R. (2016). Studying the links between organizational culture, innovation, and performance in Spanish companies. Revista Latinoamericana de Psicología, 48(1), 30-41.
Porcu, L., del Barrio-García, S., Alcántara-Pilar, J. M., & Crespo-Almendros, E. (2017). Examining the mediating role of integrated marketing communication on the relationship between adhocracy culture and brand advantage. In Advances in Advertising Research (Vol. VII) (pp. 281-295). Springer Gabler, Wiesbaden.
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