Student Assignment Covering Form

Course/Unit Information
Course Diploma in Business Administration (DBA)
Unit No. Unit 10
Unit Name Nature of Business Organization
Unit code DBA-NBO-113
Batch SFM113-DBA-NBO-1807

Instructor Information
Name Mr. Sreekanth Nair
Phone +971 55 217 7070
Email sreekanth@mywestford.com

Assignment Information
Full/ Part Assignment FULL Assignment
Date Assignment Issued July 6, 2018
Date Assignment Due August 4, 2018

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 Student Declaration

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or plagiarized. It has not previously been submitted as part of any assessment for this
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 Learning Outcomes and Assessment Feedback

Module DBA/113 Nature of Business Organization

Code &
Title
Module Learning Outcomes

LO1 Understand the different types organization and their ownership structure

LO2 Understand how the organizations are structured to achieve their key objectives

LO3 Understand the influence of economic factors in business environment

LO4 Understand how environmental factors impact on business

Assessment types Marks Marks Achieved

Task 1- Organizational Scenario 50

Task 2- Case Study 25

Task 3- Organizational Study 25

Overall Score 100

Overall Grade Choose an item.

Date Click here to enter a date.

General Guidelines

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1. Complete the title page with all necessary student details and ensure that the signature of
the student is marked in the declaration form.
2. All assignments must be submitted as an electronic document in MS Word to the concerned
faculty email. (Use 12 Times New Roman script).
3. The report should be grammatically correct and word processed. Pages should be
numbered.
4. You will PASS the full assignment task only if you achieve “AC Met” in each of the
Assessment Criteria.

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5. While answering any assignment task, student must provide evidence that learning
outcomes of the subject have been met.
6. The answers should include Table of Contents, followed by writing each AC and thereafter
answering the questions in the given sequence.
7. The answers wherever applicable should specifically relate to the happenings in the case
study and certain assumptions can be made while answering questions, when trying to
relate the theoretical aspects with the actual case study happenings.
8. Strict adherence to Harvard Referencing System (in-text citation and references cited at the
end of the document) is mandatory.
9. While answering the Questions, students are expected to ensure that the Questions and
AC’s are the same as provided by the faculty and the format as laid down in the assignment.
10. While submitting a REDO, use a separate cover sheet and answer the REDO answer
separately at the end of the document while retaining the existing comments of previous
assessment.
11. The results are declared only if the student has met the mandatory attendance requirement
of 75% and/or a minimum of 50% under extenuating circumstances approved and ratified
by the Academic Director. The student has to repeat the module (with additional fees
applicable) if the attendance is below 50%.
12. Submit the assignment in a MS Word document with the file name being:
First Name Last Name_ Name of Subject.

Example: John Smith - Nature of Business Organization.

13. All the assignments should be submitted in LMS only.

Kindly note that the assignment will be rejected and marked as “REDO” if any of the
above said guidelines are not met.

Quick reference Checklist for the Faculty/Instructor to accept/reject the assignment

before evaluation:
1. Adherence to the deadline of submission date.
2. Original cover sheet and format retained.
3. Student information and signature intact.
4. Font style and size used as instructed.
5. Harvard Referencing System and Citations are strictly followed.

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 NATURE OF BUSINESS ORGANIZATION

Assignment Task 1: Organizational Scenario [50 Marks]

Choose an organization of your choice. You can choose any organization that may
be product / or service / or knowledge oriented. In the light of the chosen
organization, answer the following questions:

1. You are required to elaborate on the different types of organizational ownership

structures found in businesses. Further, investigate the ownership structure of your
chosen organization and comment whether the structure is helping out the
organisation to fulfill its goals and objectives.
(10 marks)

2. What do you understand by stakeholders of an organization? Identify the different

stakeholders in your chosen organization. Conduct a stakeholder mapping to
identify the level of impact the stakeholders have on influencing operations in the
company.
(15 marks)

3. What are the different styles of leadership found in business organizations? If you
are the Operations Manager of your chosen organization, assess the leadership style
that would be most suitable for you to adopt? Would you like to adopt different
leadership styles in different situations? Justify your answer.
(10 marks)

4. Is the managerial and top level leadership in your chosen organization fulfilling its
role/ responsibilities towards organization’s development and growth? Justify your
answer. Also what recommendations would you suggest for further improvement in
the leadership roles/ responsibilities of the managerial and top management cadre?
(15 marks)

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Assignment Task 2: Case Study[25 Marks]

Toyota Motor Corporation has often been referred to as the gold standard of the
automotive industry. In the first quarter of 2007, Toyota (NYSE: TM) overtook General
Motors Corporation in sales for the first time as the top automotive manufacturer in the
world. Toyota reached success in part because of its exceptional reputation for quality
and customer care. Despite the global recession and the tough economic times that
American auto companies such as General Motors and Chrysler faced in 2009, Toyota
enjoyed profits of $16.7 billion and sales growth of 6% that year. However, late 2009 and
early 2010 witnessed Toyota’s recall of 8 million vehicles due to unintended acceleration.
How this could happen to a company known for quality and structured to solve problems
as soon as they arise? To examine this further, one has to understand about the Toyota
Production System (TPS).

TPS is built on the principles of “just-in-time” production. In other words, raw materials
and supplies are delivered to the assembly line exactly at the time they are to be used.
This system has little room for slack resources, emphasizes the importance of efficiency
on the part of employees, and minimizes wasted resources. TPS gives power to the
employees on the front lines. Assembly line workers are empowered to pull a cord and
stop the manufacturing line when they see a problem.

However, during the 1990s, Toyota began to experience rapid growth and expansion.
With this success, the organization became more defensive and protective of information.
Expansion strained resources across the organization and slowed response time. Toyota’s
CEO, Akio Toyoda, the grandson of its founder, has conceded, “Quite frankly, I fear the
pace at which we have grown may have been too quick.”

Vehicle recalls are not new to Toyota; after defects were found in the company’s Lexus
model in 1989, Toyota created teams to solve the issues quickly, and in some cases the
company went to customers’ homes to collect the cars. The question on many people’s
minds is, how could a company whose success was built on its reputation for quality have
had such failures? What is all the more puzzling is that brake problems in vehicles
became apparent in 2009, but only after being confronted by United States transportation
secretary Ray LaHood did Toyota begin issuing recalls in the United States. And during
the early months of the crisis, Toyota’s top leaders were all but missing from public sight.

The organizational structure of Toyota may give us some insight into the handling of this
crisis and ideas for the most effective way for Toyota to move forward. A conflict such as
this has the ability to paralyze productivity but if dealt with constructively and effectively,
can present opportunities for learning and improvement. Companies such as Toyota that
have a rigid corporate culture and a hierarchy of seniority are at risk of reacting to
external threats slowly. It is not uncommon that individuals feel reluctant to pass bad
news up the chain within a family company such as Toyota. Toyota’s board of directors is
composed of 29 Japanese men, all of whom are Toyota insiders. As a result of its
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centralized power structure, authority is not generally delegated within the company; all
U.S. executives are assigned a Japanese boss to mentor them, and no Toyota executive in
the United States is authorized to issue a recall. Most information flow is one-way, back to
Japan where decisions are made.

Will Toyota turn its recall into an opportunity for increased participation for its
international manufacturers? Only time will tell.

Answer the following questions pertaining to the case study above:

5. In your opinion, what were the basic major problems which led Toyota Motors
Corporation to recall its vehicles in 2009-10? If Toyota decentralizes its operational
structure, as well as has an increased transparency, evaluate and analyse if this will
help Toyota in overcoming such problems in future?
(10 marks)

6. In the light on the case study provided, what is the likely structure of Toyota Motor
Corporation? Discuss the advantages and disadvantages of this structure of Toyota
Motor Corporation. Also argue on the impact of present structure on its operations,
and whether it is helping Toyota to achieve its goals and objectives? What better
organizational structure would you recommend to Toyota to help them achieve their
main goals and objectives?
(15 marks)

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Assignment Task 3: OrganizationalStudy[25 Marks]

Etisalat is the Middle East's leading telecommunications operator and one of the
largest corporations in the Gulf Cooperation Council, with a market value of
approximately Dh81 billion (US$22 billion) and annual revenues of over Dh32.9
billion (US$9 billion) operating in 17 countries across Asia, the Middle East and
Africa. Headquartered in Abu Dhabi, UAE, Etisalat serves 11.6 million residential
customers and over 300,000 large, medium and small enterprise and government
customers in the UAE. As well as establishing several "firsts" over the past four
decades, Etisalat has deployed many innovative technologies and services to
remain at the leading edge of customer experience.

7. Do a SWOT analysis of Etisalat Company. Bring out clearly their internal Strengths
and Weaknesses, as well as the external Opportunities and Threats experienced by
them in UAE. (10 marks)

8. Assess the effect and impact of external environmental factors on Etisalat Company,
by applying the model of PESTLE. Give out your major recommendations
thereafter of what changes would you suggest to Etisalat to overcome some of the
deficiencies observed while scanning the external environment. (15 marks)