本文是留学生assignment代写格式范例，题目是“ASUS Business Environment and Analysis（华硕的商业环境与分析）”，华硕是一家专注于经济技术领域的跨国公司。公司自1989年在台湾成立以来，一直积极制定扩张战略。来自东方的科技公司面临着来自西方的各种公司的激烈竞争，这些公司包括西方的公共、私营和志愿部门。然而，该公司本身的出现是来自私营部门，并被贴上了跨国公司的标签。此外，据分析，该公司已经迅速修改了他们的范围，以补充他们的战略，使他们能够保持市场的动态趋势，同时在其部门的创意和创新。
ASUS is a multinational organisation adhering to the technological sector in the economy. The company has readily developed strategies for expansion ever since its inception in 1989 in Taiwan. The technology company from the east has faced severe competition from all types of companies from the west which constituted in their public, private and voluntary sector. However, the emergence of the company in itself has been from the private sector and has been tagged as a multinational company. Moreover, it is analysed that the company has readily amended their scope in order to replenish their strategies which enabled them to sustain the dynamic trends of the market while embracing creativity and innovation in its department.
The firm in itself is described to be a functional organisation where the determined number of employees exceeds 17000 worldwide. This particular report is on the famous multinational company ASUS. the report discusses the various characteristics of the multinational organisation under consideration and the type of business environment it operates in.ASUS is a multinational phone and computer hardware manufacturing organisation. the company is headquartered in Taipei, Taiwan. It is recognised as the fifth largest vendor of personal computer is by unit sales. the company has also appeared in Business Week’s “Infotech 100” ranking and has also been in Asia’s top 10 companies related to information technology (Digital Trends, 2019). the core competence of the company is that it has an original equipment manufacturer. the company is a publicly limited company.
该公司本身被描述为一个职能型组织，在全球范围内确定的员工数量超过17000人。这个特别的报告是关于著名的跨国公司华硕。该报告讨论了考虑中的跨国组织的各种特点，以及其经营的商业环境类型。华硕是一家跨国电话和电脑硬件制造公司。公司总部设在台湾台北。按销量计算，它是全球第五大个人电脑供应商。该公司还出现在《商业周刊》的“Infotech 100”排名中，也在亚洲信息技术相关的10大公司(Digital Trends, 2019)。公司的核心竞争力在于拥有一家原装设备制造商。该公司为上市有限公司。
1.Types of Organisations组织类型
There are three different types of business organisation. the first type is a publicly traded or publicly listed company. According to Paquin (2016), the ownership publicly listed organisation is dispersed amongst the general public in the form of stocks. the case organisation under consideration which is ASUS is a public organisation.The second type of business organisation is the privately-owned business organisation. According to Walsh (2015), this is a non-governmental business organisation which is characterised by relative fewer number of people acting as a shareholder of the company. the shares are traded privately rather than in a stock exchange. An example of a famous private organisation is mars.
The third type of business organisation is a volunteer organisation. In this type of organisation, there are different volunteers who act as the shareholders of the business. This type of an organisation is using characterized by a certain cause directed towards the society.
The aforementioned three types of company are described by Ronness (2017) where it is analysed that the public companies are owned by the government and the private companies are owned by the locals through their investments. The strategies pertinent to the organisation in terms of its size is determined by Abbott, Green and Keohane (2016) where the expansionary strategies are addressed by the implication that the organisation readily hires new employees. Moreover, it is analysed that ASUS as a company, has facilitated the interest of the stakeholders while exchanging the policies adhering to the dynamic business environment it has to survive.
The various types of organisation include the five major types which includes scalar organisation, functional organisation, line and staff organisation, line, staff and functional organisation and committee organisation. The table below explains the aforementioned types of organisations in accordance to their functionalities.
2.Purpose of Business Organisation商业组织的宗旨
According to Spence (2016), the fundamental purpose of a business organisation as to satisfy the needs of the customers. However, authors such as Sanclemente-Téllez (2017) have argued instead that a business organisation is assigned with the critical responsibility of optimising and balancing the interest of all of its stakeholders including the investors and the shareholders. Hence, the fundamental purpose of the business organisation is to satisfy the needs of the customers along with maximizing the profitability from the business for its shareholders and investors.
3.Size and Scope of the Organisation本组织的规模和范围
The organisation size is determined to be big and it has abided to the vast principles it has declared in the past. Currently the scope of ASUS is to adhere to the numerous corporate governance and corporate social responsibilities. However, the implications faced by organisation and stakeholders are only unified by the scope and not the past stature of the company. While incorporating the supply of their products in the technological field, the company has readily incorporated effective management strategies that harm less to environment while fulfilling their self-defined supply chain. Moreover, the increasing size of the organisation also supports the notion with creativity and innovation which yields significant pressure in order to the stakeholders yet fulfils the organisation aims and objectives.
The scope of the organisation is set to determine the practices it adheres to replicate on the set aims and objectives of the organisation. Determining the scope of ASUS to incorporate sustainability in their operations while abiding by the sales target, it is necessary to mention that the company readily incorporates its scope while managing its operation. The company is stated to decrease its carbon emission and has constantly worked upon creatively driving their resources to achieve sustainable results rather than cost benefits of the results. However, the size of the organisation is determined to be big with respect to the revenue it generates and the employees working under its tag. It is determined by ASUS (2019) that the number of employees of ASUS are 17000 all around the world. The organisational operations worldwide are to adhere sustainability measures despite the massive competition the company is facing from its competitors.
4.Structure of the Organisation组织架构
The aforementioned organisation chart replicates the chart of ASUS in terms of their management style and their functionalities. It is determined through the literature that the firm strictly follows their respective hierarchy in order to benefit themselves from the stated implication. However, the research and development section is strictly under observation of the senior management in order to obtain the best possible results for the stated aims and objectives of the organisation determined by the shareholders. However, the pressure on the research and development department has continuously threatened its productivity and the firm is set to deplete its productivity while incorporating the desired strategies to fulfil their respective scope.
The structure of the organisation is determined to be an important aspect of the strategic decision making (Abbas, 2016). However, in a research conducted by Bhowmick (2015) it is analysed that the brands and organisations are readily ignoring their organisational charts and overcoming their power differences to incorporate massive changes in gaining the competitive advantage. Therefore, in light of the aforementioned research and findings, it is determined that the ASUS must overcome the strictness of their organisational culture and amend its strategies in order to reflect on their respective aims and objectives. Moreover, it must follow the structure of the public limited company in order to increase the performance pressure which will definitely maximise their productivity while adhering to their corporate social responsibilities and scope of the company.
5.PESTLE Analysis PESTLE分析
The political environment in accordance to BARON (2012) is understood to consist of the government policies, political agendas and political stability. It is important maintain a stable political environment for organisations such as ASUS to function.The economic environment involves the economic developments along with tax, inflation and interest rates (Palmer and Hartley, 2011). It is important to state that organisations such as ASUS are operating in locations which are economically developed.Social factors are associated with the demographics, lifestyle and culture of a particular location. ASUS focuses on producing goods which are in accordance to the social factors that have been identified.
根据BARON(2012)，政治环境被理解为由政府政策、政治议程和政治稳定组成。对于华硕这样的组织来说，维持一个稳定的政治环境至关重要。经济环境包括经济发展与税收，通货膨胀和利率(Palmer and Hartley, 2011)。需要指出的是，华硕这样的企业是在经济发达的地区开展业务的。社会因素与一个特定地点的人口、生活方式和文化有关。华硕专注于生产符合已确定的社会因素的产品。
It is important for organisations to operate in technological locations where there is an availability of high technology (Worthington and Britton, 2014). ASUS operates in locations where there is an availability of high technology such as the internet and social media.
6.SWOT Analysis SWOT分析
The strength includes the ready availability of the resources for manufacturing of products and the availability of employees with high expertise. Another strength to be highlighted is the generation of high number of sales value.Lack of marketing and promotional activities can act as a weakness. Inadequate research and development for new products can also serve as a weakness.Conducting business in emerging economies which are also known to have a high population can provide an opportunity. ASUS is also understood to have a high reputation.The increase of competitors is understood to be a threat to the organisation, moreover government policies can be considered as a threat to the operations of the organisation.
The purpose of this assignment is to gain adequate knowledge regarding the micro and macro environment with the help of the PESTLE and SWOT analysis model. It is important to recommend that organisations must carefully analyse their external and internal environment in order to prosper.