The Purpose of Private (M&S), Public and Voluntary Organizations and their Legal Structure

An organization is a group of people who get together and are led by a common purpose, such as achieving a goal or meeting a need. Every agency is administered by a structure that manages connections between various members and operations. Individuals with a variety of specialties are responsible for forming them as numerous groups attempt to carry out diverse actions (Graubner 9).
Governments own and run public organizations on behalf of the general populace. Money paid as a tax by people is used to maintain a majority of these civic organizations. The purpose of these groups is to offer critical public services and to utilize resources for the gain of the community. Public Organizations are providers, producers, and buyers (BPP Learning Media, Economics: Course Book 13). The sector provides some services such as education free of charge. It produces specific commodities and services such as healthcare and education. It also buys products to assist in the provision of services such as equipment, road building services, and tanks. The legal structure of the public organization is such that two or more parties can own its shares. Shares of the civic body can be sold to the general public. The agencies have more significant capital and a more considerable continuity.
Private Organizations
Private Organizations are owned and managed by individuals. Examples of private organizations are Sole Traders and Partnership Companies. The purpose of private groups is to make a profit, increase market shares, grow and maximise sales. These agencies get their capital from a partnership and sole traders' savings, trade credits, government grants and bank loans. The legal structure of private organizations is such that transfer of shares is restricted (BBP Learning Media 47). The owner of family organization enjoys higher capital, limited liability, and continuity without releasing too much control. One of the initial decisions the public business owner is required to make is how to structure the organization. The organization must adopt some legal setting that describes the liabilities and rights of the people involved in the business's financial structure, lifespan, personality liability, control, and ownership. This decision carries prolonged implications. Hence it is recommended to consult an attorney and accountant to assist in choosing the right type of property for the organization.
Voluntary Organizations
The ownership of voluntary organizations does not belong to any person. However, an individual must take the role of making sure that the body prepares budgets, sets targets and performs its duties (Singh12). The purpose of voluntary organizations is to try and assist specific groups of individuals. For this team to survive, they usually ensure that they only spend what they have. The regulations guiding voluntary organizations are presented in a constitution, the precise form which is determined by the adopted legal structure. There are three primary legal structures taken by the voluntary agencies namely a company limited by contract .a trust and an unincorporated Association (Marsh 17)
The Size and Scope of Different Types of Organizations
Size of an organization refers to the number of employees in the group, while the scope refers to the clients the agency serves and the specific activities of the group (Pride 5). It also applies to whether the organization considers itself B2C or B2B.The following discussion describes size and scope of particular Private Organization, Public Organization, and Voluntary Organizations.
Size and Scope of a Private Organization (M & S)
Marks & Spencer is the UK, Multinational retail business dealing in high value, high-quality home products, clothing, and food. The organization has 1433 store across the world and online service, having a workforce of 83,000 individuals (Marks & Spencer 11). The team whose values are In Touch, Integrity, Innovation, and Inspiration is on the London Stock Exchange Listings, and its significant trade associations are British Retail Consortium, Confederation of British Industry and Euro commerce. The organization aims to make every food moment unique, and its food business constitutes 60% of the turnover in the UK (Marks & Spencer 19). Through choice, quality and innovation offered to customers; the organization has maintained its regular customers for takeaway food, delicious meals, and healthy cooking ideas across the world. Its menu is sold in 942 stores in the UK, including 373 franchise and 253 owned food stores (Marks & Spencer 29). The business sells own brand, high quality designed homeware and clothing via M & S website, outlets and full-line stores. Home and beauty products, Lingerie, Kid swear, Men's wear and Women's Wear products contribute to 40% of UK turnover (Marks & Spencer 36). With the attention on wardrobe essential and modern style, the organization is the UK's largest value clothing retailer. It is also leading in Menswear, Lingerie, and Womenswear. The company exports the best products of M&S Clothing &Home and Food across the globe, with stores in the Middle East, Asia, and Europe. Its online business is growing internationally.
Size and Scope of a Public Organization (London Fire Brigade)
London Fire Brigade (LFB) is a state fire and rescue body in London. The legal service is run by The London Fire Emergency Planning Authority (LFEPA).LFB is the most significant firefighting and rescue service within the UK and is also among the biggest fire and rescue bodies worldwide. The organization has a workforce of 7, 2000 employees, of whom almost 6,000 are uniformed operational workers (Brushlinsky, Nikolai et al., 2017). The agency offers emergency and fire services in the Greater London region. It has 113 fire stations and one river stations that function 24 hours daily. LFB uses169 fire engines and 102 expert operational vehicles to offer an effective and efficient response to the substantial ranging risks experienced in London. The most recent Asset Management Plan (AMP) formed priorities to invest in the estate to make improvements in property, attendance times and to deliver the dormant financial value of current fire station. LFB offers its central service through community safety, emergency response, resilience, regulatory safety and fire investigation dogs.
Voluntary Sector (Voluntary Service Overseas)
Voluntary Service Overseas (VSO), which is a world development charity organization, is aimed at reducing poverty in the world and uniting individuals to end poverty. VSO has a workforce of professionals who serve as volunteers. These workers reside and operate with local people in the organization of the less developed nation has more than 50,000 employees and has worked in more than 23 countries. International Board is the VSO's governing body consisting of 10 trustees. The daily management of the organization is performed by the team from Global leadership. The group activities include organizational development, human resources, and finance (Adams, Michael, & Philip, 2017).
The Relationship between the Various Functions within M & S for Achieving the Organization Missions and Objectives
The functions of an organization are those activities that take place in the business (Ball et al. 11). The structure of the group defines the interactions and the relationship between functions of a business and how the command chain moves through the various services. These features influence each other in achieving the objective and missions of the organization. The three primary tasks that run M& S organization are operations, marketing, and finance.
The function of operations is the principal function of the team, and it is majorly concerned with the production of commodities and services (Ball et al. 15). The objective of M& S is to equalize between the customer's demand and the supply of goods and services (Marks & Spencer 6). Excessive quantity may imply a waste for the organization and inadequate supply may cause dissatisfaction among customers. The group through the function of operation requires managing the chains of supply, link with marketing and sales to ensure they meet the demand of the customer. Even though the function of operations is tasked with the production of goods and services, the function needs the support and help of other functions such as marketing and finance.
The function of marketing in M&S is concerned about the promotion of its items and ensuring that they are available in its stores and online for its customers (Ball et al. 17). The roles of this function are many, one of which is to identify the requirements and needs of customers and ensuring that the goods of high quality and matches the needs of customers. The marketing function also makes sure that the organization's assets are well known to the target market and that they meet the required standards. The marketing function needs to link closely with the role of finance to make sure that there is a sufficient budget to cater for promotion, research, and distribution. The marketing function may focus on developing the market share and the volume of sale, while the focus on covering costs, cash flow and accelerated repayment of investment is left the finance function.
Finance is linked to other functions of business via its establishment role (Ball et al. 21). M & S would most likely not exist without the purpose of funding, to state nothing about different features of the company. Financing facilitates the purchase of raw materials, marketing and paying salaries to employees. The finance function is also closely related to operations because it allows production in expectation of demand which is a necessary feature for M&S. Moreover, finance facilitates promotion which is an expensive business venture in the department of marketing. Financing is needed to pay for advertising because it is through advertising its products and presence that the business will attract more customers.
The Operations function relates closely with the marketing function to make sure that sufficient studies and development are organized to fulfil the present and future needs of customers (Ball et al. 29). Marketing also ensures that the standards of manufacturing products are of the specified rule and quality set by the customer. It is also the role of marketing function to ensure that the number of orders made by marketing can be achieved within the required time for delivery. The marketing department may sometimes set tight deadlines for the production department thereby stretching the capability of the operations function. Marketers will want to deliver products to the market in the eeriest time possible to achieve competitive advantage, while production will wish to try and create products thoroughly to make sure that there is no need for replacing or repairing items that are defective and that safety and proper requirements are met. To have a smooth running and to achieve their objective the two functions need to work jointly ensure they fit in each other's plans.
The Impacts the Macro Environment upon the Business Operations of M & S
M & S is most likely to be affected both positively and negatively by Brexit due to the withdrawal of UK from the EU and possibly the single market in 2019 (Marks & Spencer 39). The organization witnessed the collapse of its stock in 2016 (Allen, 2017), when the debate on Brexit was formed in the UK which eventually saw Britain leave the EU based on people's votes (Nugent 19). Therefore, it is vital to consider post-Brexit opportunities for value. M & S is a predictor of the economy in Britain and how it performs determines consumer confidence within the UK and the other markets in the EU where it functions. Therefore it is not only significant to observe M & S for opportunities of value but also to examine the economic performance of Britain. Brexit will have a negative impact on M&S due to the uncertainty in the economy of Britain which has a negative influence on the UK's consumer confidence. Also, the change in the economy of Britain caused by Brexit will cause the British pound to drop its value to its lowest ever witnessed in the history of Britain against the American dollar. The fall in the British pound will make people in Britain reduce their purchasing power. Consequently, M& S will lose its customers shortly. Since the organization conducts over 60% of its business in Britain, there will be a drop in the company's sales and profits (Marks & Spencer 44). Hence, with the market currently pricing the fall in sales of the organization shortly, there is an unexpected increase in the drop in stock price, thereby introducing an opportunity for value for investors. Just when Brexit turns clear, and the government of Britain organizes its business associations with the EU and other parts of the globe, M & S will start to bounce back, and its business will improve. However, the near time impact of this unpredictability is a short-term value of the stock. Investors can utilize it before the unpredictability surrounding Brexit disappears, and also before the consumer confidence in Britain becomes better. The increase in interest rates by the Bank of England signaled the beginning of higher rates of borrowing.
One of the critical reasons for this increase is the persistent inflation, causing the pound to drop and lose its value. Consequently, prices at Marks and Spencer were stricken and affected the spending power of clients.
The decision of Brexit may have introduced uncertainty. However, M & S can maximize on this opportunity. Brexit is yet to become a reality however the choice to leave the EU has by now created unpredictability for M &S. Since the historic referendum on June 23, the sterling pound lost its value, consumer confidence has been swayed, and there is an indication of a possible increase in shop prices (Nugent 23). Nonetheless, M& S can commit itself to face the challenge in the preceding and following Brexit .Instead of feeling powerless, the organization can attempt to utilize the changed environment. The choice provide the opportunity for M & S, to pause, breathe, and explore both strategy and business models. There are several opportunities the organization has to gain from Brexit.
Today, M& S has an opportunity to utilize "brand Britain "to the maximum. Fear caused the choice to exit UE in the majority of individuals that people and Britain were not gaining on the membership benefits while all the profits were being taken by individuals from other nations and distant elites. However, M& S can use its unique status to secure custom within the changing surroundings of Brexit. The organization can achieve that in all kinds of approaches, from its fashion credential to seeking the vital contribution towards the community it serves. The identity of British is usually a considerable segment of UK's businesses overseas appeal and could contribute positively at home (Valentine 7). Whether it is using the world nature of the culture in Britain or giving a narrative about retreating to their origin, there are many possible approaches to form new emotional relationships with their consumers.
Pestle Analysis of M & S
This Pestle analysis will offer a framework to examine the organization's non-manageable external factors which can influence its operations (Marmol 9). By investigating these, M & S will be better placed to consider possible implications and reduce any organizational-related risks in future.
Political Factors
Analysts' report that M&S has been positively impacted by the free trade agreements by the European Commission that have made importation of commodities more convenient and also, costs of sourcing have decreased. Nonetheless, the preceding and results of the referendum on British EU in 2016 led to a drop in the organization's sales in its final quarter (Marks & Spencer 31). Because of a relatively increasing cost structure, the team has also experienced losses in market shares when approaching new markets.
Economic Factors
Marks and Spencer announced a notable decline in sales of clothing as subdued client spending as a result of the Brexit vote that added to the challenges faced by the organization. Sales in similar stores of household goods and clothing dropped drastically in the past. The drop in sales offered another sign of the difficulties facing the group struggling to balance the business's decreasing share of spending on clothing (Marks & Spencer 46).Consumer confidence reduced just before the EU referendum. Sales were severely affected by a decrease in the variety of offers on promotion and more extended cuts in prices.
Sociological Factors
Customers' demands are influenced by psychological, personal, social and cultural characteristics. For the primary part, the business cannot determine these aspects but should consider them. The transformation from baby boomers to millennia and generation X requires Marks & Spencer to invent new ways of satisfying the needs of the new generation. Baby boomers are today mainly retired and do not form the primary clients. Interest in the green and organic produce needs further consideration of the brands to push.
Technological Factors
Because Marks & Spencer has a robust online and media presence, it is well placed to utilize this platform to its fullest. Clients are today more technologically oriented and prefer online retailing and mobile commerce to in-store services. Marks & Spencer should develop its presence within its digital forum to capitalize on this change.
Environmental Factors
There are more stringent environmental regulations and laws both at international level and EU as well as a greater customer pressure regarding organization practices (Valentine 15). Therefore, critical global brands and retailers have to analyze its products' life cycle from the start of the process to the end to be sufficiently clear about their tactical and strategic environmental practices and be ultimately accountable.
Legal Factors
Antitrust, environmental, consumer rights, Safety, health rules and other legal aspects affect the organization. One of the organization's campaigns named 'Behind the Barcode, provided customers an experience of Omni-channel by allowing them to place online orders for items for home delivery and also store collection (Marks & Spencer 11). M& S has to make sure that there is no obstruction of any rules or laws both internationally and at home during extensions and in the nations alongside the business value chain.
SWOT Analysis of M & S
This SWOT analysis examines the innate abilities, and external environment of M & S. This review aims to identify strengths, weaknesses, and opportunities, as well as threats, face by the organization.
Strengths
M & S is identified globally through its 1433 stores (Marks & Spencer, 11).The organization provides a broad range of products like foods, clothing, financial products, furniture products and wine which forms its massive base of consumers. Based on sales, it leads the UK retail business implying its large volume of customers. It possesses a commanding position in cash flow which is adequate for its capital and vital for operating the big organization. Also, the business is on the frontline in the delivery of high-quality food thereby attracting many consumers due to its commodities. Furthermore, through its brand awareness, M & S has a good foundation of brand loyalty in the market within the UK. The organization's world expansion through franchise agreements provides its substantial competitive advantage, unlike other UK organizations that transact only in the UK market. Many strategies including the addition of new sub-brands like Per Una and Autograph, attracting workers from rival agencies and starting a website in 2014 began to try and reinforce the clothing segment of the business and therefore rectify a decade of decline in market share in a company once considered the most profitable in the organization.
Weaknesses
The organization faced a downside within the market as was considered non-trendy and out fashioned. Although Marks & Spencer had a broad range of commodities and a variety of brands, global clients wrongly believed that women's wear and men's wear were only for older people rather than young people and teenagers. Those misunderstandings negatively impacted the business. The management needed to invent new ways to concentrate on sales targeting young people. Another negative experience by Marks & Spencer was the increase in costs due to manual work. The business had a drawback of using old ways instead of adopting modern techniques that saved time and money.
Opportunities
As the clothing branch is experiencing a decline in sales, M & S has a firm grasp on its business of food with a promising specialist strategy causing higher sales. There are numerous upcoming new products on the market implying a new and more top set of the consumer. Innovations and Alliances with other organizations allow the company to broaden its existence within the market. Also, the agency is progressively expanding and developing its supply to the overseas market. Furthermore, consumers for retail products in the UK are currently embracing products that have more value for money. The organization is using this pattern by introducing more convenient stores with the customers' need in mind. Now, the M & S website has six million customers online whom it is yet to meet interact with and convert 14.5 million consumers who only communicate with the organization at the High Street Stores while shopping online with its rivals (Marks & Spencer, 44).
Threats
One of the challenging facing the future of Marks & Spencer is increased competition within all regions of the business. The organization is likely to lose its range in the market because of race. More competition with the retail sector stirs anxiety as other competitors like Tesco, Sainsbury and Asda are developing, while Marks & Spencer still depends on the massive stores (Marks & Spencer, 49). If things remain the same, Marks and Spencer risks losing its brand name among clients, it is suggested that in increases stores to increase profits. The management requires developing a new setting to manage risk by putting up more stores. A weakening euro and macroeconomic aspects remain the key challenges, particularly in the Middle East. From being the most significant clothing business by quantity, M& S has today fallen to position three behind Asda and Primark. Although the organization is still leading based on sales by value, the 14 quarter decline before the single sales rise during the 2015 first quarter, makes it possible that the team will be shifting its attention from clothes to food. Other threats include unstable political environment, increasing attacks of terrorism in Europe and economic unpredictability following the Brexit referendum.
How Strengths and Weaknesses Interrelate with External Macro Factors
Merely analyzing strengths, weaknesses, opportunities, and threats while separating them, is not very helpful. It is only after integrating the organizations internal factors with external macro factors that the SWOT analysis can become useful. M & S can combine its opportunities and strengths to achieve maximum advantage. Similarly, the organization can overcome or eliminate weaknesses and minimize or protect against threats. When a power encounters an opening, an organization experiences the most favorable situation. In the case of M & S, its strength is that it is identified globally through its 1433 stores. M& S today has an opportunity to utilize "brand Britain "to the maximum. However, M& S can use its exceptional status to secure custom within the changing surroundings of Brexit. The organization can achieve that in all kinds of approaches, from its fashion credential to seeking the critical contribution towards the community it serves.

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