Comprehensive Study on Business Organisations

Introduction

The corresponding study would entail four different tasks to conclude the research process. The initial task would involve explaining the nature and purposes of various categories of business organisations so as to properly analyse the organisational responsibilities in various business environments. The second task would involve the development of proper understanding concerning the structures of business organisations along with explanation of differential functions of various departments of a selected organisation on the basis of inter-departmental relationships. This task would also involve the evaluation of globalisation induced influences on the organisational structures of the selected business entity.

Furthermore, the third task would encompass the impacts of global market environments on organisational functionalities such as evaluation of supply and demand cycles so as to contemplate the analysis of probable interventions which could be developed in such contexts. The study would culminate through the final task which would delve into the process of development of proper understanding of the manner in which existing national environments could direct the organisational operations such through the nationally proclaimed strategy of entrepreneurship promotion, through formulation of fiscal and monetary policies which could have long term effects on business activities of different organisations and through stipulation of specific commercial operational regulatory mechanisms which could control the activities of business organisations.

Task 1: Types of organisations and purposes

Selected organisational overview

For the purpose of progression of the subsequent study, the research has selected the Cineworld PLC which is considered as the second largest global chain of cinemas, currently operating within 11 different countries from 790 sites (Romania, Israel, Hungary, Czech Republic, Bulgaria, USA, UK, Ireland, Canada, Slovakia and Poland). The organisation was established in 1995 and currently operates 9518 screens in the previously mentioned countries. According to cineworldplc.com (2019), the most frequently recognisable of the organisational brands are Cineworld (UK), Picturehouse (Ireland), Cinema City (EU), Regal (USA) and Yes Planet (Israel).

1.1 Types of organisations

Various organisations could be described as structural groups primarily formulated for the achievement of any specific purpose (Gaganis, Pasiouras and Voulgari, 2019). Variegated measures of business functionalities categorise the business organisations which currently function within the existing market scenario. According to González-Benito, Muñoz-Gallego and García-Zamora, (2016), the most effective manner through which distinguishing of organisations could be performed involves the evaluation of organisational purposes and objectives such as profit oriented operations or functionalities associated with promotion of either social causes or societal value through organisational approaches and resource utilisation. Thus, Hamilton and Webster (2018) have categorised the existing organisations within three specific segments as the following:

• 1: Profit generation organisations which encompass most of the commercial business organisations.
• 2: Non-profit earning organisations/charitable organisations.
• 3: Non-governmental organisations.

Profit oriented organisations

According to Drongelen, Pearson and Nixon (2003), any business organisational entity could be considered to be inclusive of this particular category which has been established with the fundamental purpose of profit generation. Neesham et al (2010) have stated that such organisations mostly operate within the private business sector which indicates the fact that such business organisations are owned by either individuals or groups of individuals and the incumbent state/government does not have any legal ownership on such business organisations. However, Clampitt and Dekoch (2017) have observed that complete absence of any form of governmental control could not be a possibility involving such business organisations since such entities are subjected to the existing financial and legal regulatory frameworks of the respective governments or relevant state authorities. Baumgartner and Rauter (2017) have opined that such organisations reinvest certain sections of the generated revenues into their respective business disciplines for the purpose of ensuring the sustenance and continuation of the organisational functionalities within the existing market environments. Furthermore, a predetermined extent of profit is primarily distributed within the investors/shareholders and stakeholders of the respective companies. According to Zhu, Wang and Bart (2016), such distribution is incumbent upon the existing legal frameworks of the pertinent business organisation. Such profit earning organisations could encompass multiple business disciplines including technology, engineering, construction, food, retail etc.

Non profit organisations

Non-profit organisations, as per the opinions of Cordery, Baskerville and Porter (2011) are mostly oriented towards the purposes which do not include gaining of financial profits. The fundamental divergence between such organisations and the profit earning business entities could be identified in the manner that no-profit organisations operate with the explicit purpose of public benefit and not to generate private profit for the business owners and stakeholders. According to Netzer (2020), charitable organisations and social enterprises are primary examples of such non-profit making institutions. Kaur and Kumar (2019) have outlined that if such organisations could operate commercial business activities, then, the generated sums could be utilised to further the purposes and causes advocated by such organisations and such profits are never distributed within the organisational hierarchy or management at all. Mitchell and Clark (2019) have pointed to the fact that such organisations are mostly exempt from taxes and their required funding is generated through sponsorships, donations and various other investments which could be similar in nature. Non-profit organisations mostly operate within scientific, religious and educational sectors.

Non-Government Organisations (NGOs)

Chu and Luke (2018) have suggested that non-government organisations could be categorised as non-profit organisations which generally operate in an independent manner from the incumbent governments or the states. Bernadette, Moffett and McAdam (2019) have also illustrated that NGOs could receive funding from states/governments while they could operate bereft of any governmental representation. According to Christie (2019), NGOs could be categorised further into two different groups. These are Advocacy NGOs and Operational NGOs. Operational NGOs primarily operate for the purpose of implementation of developmental projects and the Advocacy NGOs operate with the purpose of promotion of any specific cause. The primary source of funds for the NGOs remains to be donations, grants, membership dues and financial contributions. Marquez (2016) has specified that various measures of NGOs could exist within each of the previously described groups. In this context, Brunt (2016) has identified the customary NGOs as the following:

• 1: INGOs (International NGOs).
• 2: Business Friendly International NGOs (BINGOs)
• 3: Environmental NGOs (ENGOs).
• 4: Quasi-Autonomous NGOs (QUANGOs).

Private ownership organisations

According to Hamilton and Webster (2018), private ownership based organisations are business entities which do not involve government involvement in terms of management structures. Individuals or groups of individuals operate the management structures of such organisations. The objective of such organisations is to earn profit to the greatest extent. As per the observations of Kuratko, Hornsby and Hayton (2015), the categories of private ownership based business organisations are as the following:

1: Sole proprietorships:

Such companies have singular owners. The legal entities, along with the entirety of assets, liabilities and financial obligations, are owned completely by individual owners. This process is crucial in terms of providing the individual owners with complete control over all of the organisational decisions and this also raises the risk propensity in terms of arrangement of funding for the companies with such management structures.

2: Partnerships:

Partnership based ownership structures for companies ensure that effective sharing of unlimited risk and liability aspects related to funds arrangement and market operations could be ensured between two or greater numbers of owners of the organisation.

3: Limited Liability Companies:

Such ownership based organisations involve multiple owners effectively sharing their liability and ownership responsibilities. Some of the benefits of having a partnership based corporate structure are merged through the ownership architecture such as pass-through income, taxation liabilities and limited responsibilities in terms of incorporation of various externalities within the organisational functionalities.

C corporations and S corporations:

These organisations are similar to public ownership based companies in terms of having shareholders. Such private organisations could remain excluded from having to submit any annual or quarterly financial reports. According to Dornseifer (2005), S corporations are restricted to having only 100 shareholders (at most) and are also excluded from remittance of taxes on their profits. On the other hand, Fu (2017) has specified that C companies are subjected to double taxation and are permitted to have limitless numbers of shareholders.

Public Ownership Organisations

According to Benn, O'Leary and Abratt (2016), the public ownership based organisations are mostly associated with government owned business organisation which are exclusively managed by the respective national governments as well. As per the research of Sung et al (2017), public ownership organisation could be formulated in three specific formats. These are as the following:

• 1:Departmental undertakings
• 2:Public corporations/statutory corporations
• 3:Government company

1: Departmental Undertakings:

This involves organising, financing and exerting control over the associated organisations in comparable manner and in tandem with actual government departments. Within the UK, the Departmental undertakings are governed through a minister who bears the accountability to national parliament. The revenue earned from such organisations is deposited in the national treasury and the required finances are derived from the annual or quarterly budgets of the respective national or regional governments. Some examples could be outlined as the National Postal and Telegraph departments and the National Railways.

2:Public corporations/statutory corporations:

Such corporate organisations are statutory in nature and are formed through promulgation of special acts of the national legislature of UK. The funds are furnished by the national government and the legislature determines the objectives, powers, resources and limitations of such statutory organisations. British Airways is an example of such a public corporation (Zhu, Wang and Bart, 2016). The governance structure is completely controlled by the concerned government department. It does not remain to be a separate legal entity after the act gets passed

3:Government company

According to Clampitt and Dekoch (2017), such companies are controlled by the national or regional governments on the basis of possession of 51% or greater paid-up share capital within the concerned organisations. These companies are registered under government undertakings under the purview of the Companies Act (1956) and the provisions of this act are acceptable to the organisational management as well. The management hierarchy consists of Board of Directors nominated by Government institutions.

1.2: Purposes of different types of organisations

As per the research of Klapper, Lewin and Delgado, (2011), the organisations within UK could be categorised into different types as per their operational purposes. Some of the most significant could be mentioned in the form of Sole Trader, Partnership Company, Limited Liability Partnership and Guarantee Company (non-profit earning based). According to Gecevska et al (2010), the differentiation of such organisational purposes could be acknowledged on the basis of multiplicity of factors. Cuervo‐Cazurra (2011) has determined some of such points of differentiation as the following:

• 1: Profit and Growth.
• 2: Return on Investment (ROI) on sales.
• 3: Services.
• 4: Customer Satisfaction.
• 5: Corporate Social Responsibility (CSR).
• 6: Ethical management of functionalities.
• 7: Employee legislations management in the form of equal opportunities and anti-discriminatory policies.
• 8: Adherence to environmental and workplace health and safety legislations.
• 9: Organisational missions and visions.
• 10: Organisational values expressed through long and short term objectives.
• 11: Organisational culture.
• 12: Competitive strategies.

The research of Kang, Lee and Kim (2010) has brought forth the purpose of some of the most pertinent business organisations currently operating within the ambit of the UK. These are as the following:

1: Sole Traders based businesses

According to Sung et al (2017), the fundamental motivations of such business organisations are as the following:

• Profit maximisation.
• Minimisation of risks.
• Achievement of greatest measure of client satisfaction.
• Establishment and maintenance of the most extensive positive relationship with the clients.

2: Partnership based businesses

Such specific organisations, as per Tulsian (2002), generally have the following purposes:

• Establishment of greater effective connections and relationships with the clients/customers.
• The development of offered products which could be effectively utilised.
• Effective partnership management.

3: Private Limited (Ltd) organisations

According to Dornseifer (2005), the purposes of such organisations could be acknowledged to be the following:

• Achievement of maximised growth prospects.
• Ensuring of organisational existence.
• Profit maximisation
• Betterment of market shares.

4: Public Limited Companies (PLCs)

The PLCs have definite and unambiguous business objectives and purposes as the following:

• i): Provide public services and assistance.
• ii): Work towards the welfare of the associated people.
• iii): Provisioning of opportunities to the general populace to formulate interest in commercial activities and achieve greater earnings through trading in shares.
• iv): Survival and growth maintenance.

5:Limited Liability Partnership (LLP)

Manuylenko et al (2017) have specified that the rationale of formulation of organisations with constrained obligations is similar to the other association business. However, the primary distinction could be outlined in the manner that the accomplices to such businesses have to appreciate the restricted liabilities and hazards associated with such business disciplines.

6: Guarantee Companies (Non-profit based)

Fu (2017) has suggested that such organisations generally are oriented towards performing of philanthropic projects, provisioning of assistance to the individual who could have been enfeebled and utilisation of benefits within public welfare undertakings.

1.3: Organisational responsibility analysis

Katmon and Al Farooque (2017) have stated that every business organisation has to execute specific responsibilities to conduct the undertaken business propositions in an effective manner. Application of specific strategies is required for this purpose and the organisational position in the existing business environment becomes critical in this context. The research of Long, Iñigo and Blok (2020) has brought forth the Triple Bottom Line based dimensions and indicators of organisational responsibilities. These are as the following:

Responsibility Dimensions	Indicators
Economic performance	1: Maximisation of long term and short term profit margins. 2: Improvement of productive through controlling quality of products and production processes. 3: Generation of maximised measures of dividends for investors and shareholders. 4: Development of effective competition management strategies. 5: Utilise supplier management procedural approaches. 6: Effective employee management through formulation of promotional job opportunities, creating and maintaining of safe conditions of work, development of work benefits such as effective health and work life balancing prospects and through development and provisioning of greater opportunities of learning and empowerment of the engaged employee
Social performance	1: Fostering healthy work environment and preserving the same.
	2: Resolving and preventing any form of discrimination at the workplace.
	3: Respecting cultural heritages and social customs.
	4: Engaging in cultural and social activities through selective methods.
Environmental performance	1: Reduction in the measure of consumption of natural resources.
	2: Attempt to reduce the process of burdening the environment with effluents. This would bring the numbers of effluents down to a minimum.
Regulatory Performance	1: Maintaining the required standard of formal behaviour and honesty in businesses within the organisational management processes.
	2: Recognition of the shareholders and their legitimate interests and the responsibility towards creditors.
	3: Maintaining effective control mechanisms.
	4: Honest disclosure of organisational affairs in annual balance sheet publications and within profit and loss accounts.
	5: Maintaining the proper accounting and auditing standards.
	6: Acknowledgement of the legitimate rights of shareholders to be furnished with reasonable information regarding the organisational exercises and references of implemented policies and functionalities.
	7: Determination of highest and lowest ceiling of share profits which could be payable for the management to the shareholders and other stakeholders as their equity for rendered credit services.
	8: Resolution of any conflict of interests and duty.
	9: Arrangement of scrutiny of practices involving complaints by shareholders or other shareholders.
	10: Performance duty enforcement on organisational functionaries under the purview of business management processes. This could involve enforcement of sanctions and provisions involving greater restrictive functionalities for defaulting organisational components.
Legal Performance	1:To effectively comply with the governmental statutes involving the business and marketing disciplines.
	2: To ensure compliance to the existing taxation laws, material handling regulations, workplace management regulations and employment laws.
	3: To develop effective compliance strategies in terms of staff handling as per advises issued by organisational legal advisers.
	4:To utilise the legal safeguards in terms of protecting proprietary information.
	5:To enforce compliance with the following legal promulgations:
	6:Tax laws
	7: Environmental laws
	8: Consumer protection laws
	9: Employment and labour laws.
	10: Antitrust/fair competition laws.
	11: License and permitting laws.
	12: Contract laws.
	13: Intellectual property laws.
	14: Intellectual property laws.
	15: Financial regulation laws.
	16: Bankruptcy laws.

1M1: Meeting of stated purpose of the Cineworld PLC

Grayson and Hodges (2017) have opined that, in terms of financial stakeholders of Cineworld, the primary objective of the company has been the generation of greater measure of dividend for the financial stakeholders and maintaining of the growth capital generation extent which could have been already achieved such as the post-tax deduction scenario based profit margins. According to Baumgartner and Rauter (2017), to this effect, Cineworld PLC issues ordinary shares in the form of singular class of share capital. The benefit is that such shares could provide the financial stakeholder with identical values as well as similar rights to cast singular votes in the management restructuring process. The annual financial statements of the organisation provide the share capital related details and considerate changes which could have occurred in such contexts.

According to cineworldplc.com (2020), in subsequence to the recent acquisitions by the company of Regal Cinemas within the USA, the company has stated the objective of implementation of automation services regarding the content management services and scheduling processes of the organisation. To this effect, according to cineworldplc.com(2020), the organisation under consideration has decided to implement the Arts Alliance Media (AAM). The current business environment prompts the company to obtain the Screenwriter Updated AAM software versions to be implemented throughout 7361 acquired screens of the Regal Cinema circuit throughout the USA. According to ar19.cineworld.co.uk (2019), the objective is to expand the base of service coverage regarding production of content. Braggion and Giannetti (2019) have further illustrated that the outcomes of investing in such innovation and technology could be identified as the following:

1: Initiation of 30 4DX and 31 Screen X throughout the various operational zones within both UK and USA.

2: Accumulation of effective operating savings on the total investment of developing 2000 laser projection devices which could be equipped with next generation technologies.

3: The enhancement of sales of online tickets.

According to Mežinska, Lapiņa and Mazais (2015), in terms of the legal stakeholder responsibilities, Cineworld PLC has made the shareholders completely entitled to receive annual reports of the company regarding accounts management. The shareholders are also provided the legal entitlement of attending Cineworld general meetings. According to Vladimirova (2019), restrictions and limitations are completely absent regarding the ordinary share holdings. The shareholders are not required to obtain prior approval involving transferring organisational shares. Furthermore, Hustedt and Danken (2017) have outlined that prior approval has to be sought for any stakeholder who could have been issued an interest on 0.25% of the capital share. The share capital has been made mandatory to be held in certified, registered forms. Furthermore, the shareholders are legally required to be compliant with disclosure notices which could be served by Cineworld management in order to respond to the information requirement regarding share capital interests.

Task 2: Understanding the organisational structures

2.1: Evaluations of different types of organisational structures

Furthermore, Möller and Halinen (2017) have brought into focus the ownership based differential structures and purposes of business organisations. This specific category of ownership generally focuses on the aspects of numbers of owners of any business including single ownership and multiplicity of ownerships. According to Trkman (2010), the objective of this is to achieve the maximised measures of profit and customer satisfaction. In this context, Ntim (2018) has observed that there are mostly 6 different types of partnership based business organisational structures which could be identified as the following on the basis of the nature of stakeholders:

1: Direct Stakeholders

According to Obeidat et al (2017), such organisational ownership structure involves individuals operating as direct partners in their involvement within the business of the company in the form of employees, managers, supervisors, overseers and others.

2: Indirect stakeholders

Such stakeholders generally are concerned with the outcomes of the finished projects in comparison to their engagement within the process of bringing such projects/business undertakings to their completion. The factors such as brand reputation of the respective organisations, pricing strategy, packaging and delivery of the products and services offered by the companies, profit margin expansion and availability of such products and services to the most extensive ranges of customers, generally, have extensive impacts on the concerns of indirect stakeholders within associated business organisations.

3: Primary Stakeholders

Such stakeholders within any business organisation, as has been stated by Pilav-Velić and Marjanovic (2016), could be considered to have the most extensive measures of interest and engagement within the outcomes of business undertakings since these stakeholders become directly influenced or affected through such outcomes. According to Benn, O'Leary and Abratt (2016), active contribution could be expected from the primary stakeholders. Such stakeholders involve the employees and customers as well within any specific organisation such as the Cineworld PLC.

4: Secondary Stakeholders

According to Ferro et al (2017), such stakeholders also get engaged in the process of completion of any project, although at the general levels such as assistance provisioning at the financial, legal and administrative strata.

5: Internal Stakeholders

6: External Stakeholders

6: External Stakeholders

According to Vladimirova (2019), the external stakeholders generally do not participate in or become affiliated with projects or business undertakings of any particular organisation. However, the measures of their interest within the business processes are extensive in comparison to other stakeholders. Suppliers of any business entity could be considered to be the external stakeholders of such an organisation.

Hierarchical organisational structure

As per the observations of Baumgartner and Rauter (2017), the hierarchical structure of any specific business organisation could be considered to be the archetypal organisational structure within which, every operational component of the respective organisation, could become subordinated to any other single entity in a hierarchical structural ascendancy in terms of authority. Katmon and Al Farooque (2017) have pointed out that within the hierarchical organisation, the format of hierarchy usually consists of a centralised power group at the pinnacle of all of the subsequent levels of structural composition within such an organisation. According to El Ghoul, Guedhami and Kim (2017), within the comparatively large organisations, including most of the multi-national corporations, governments, transnational enterprises and even theocratic organisations, hierarchical forms of development of organisational structure is mostly prevalent. In this context, Sung et al (2017) have pointed out that the broad and descending order overview of the various general organisational structures of the Catholic Church at the Vatican City outlines the centre of hierarchical power to be the Pope and the delegation of authority and power proceeds in a descending manner from the Pope to the Cardinals and then to the Archbishops and further on. Furthermore, Cosh, Fu and Hughes (2012) have determined that members of such structures of hierarchical organisations could effectively communicate to their immediate superiors as well as with the immediate subordinates of theirs also. From the research perspectives of Schneewei (1995), organisational structuring in this manner is efficient in terms of reduction of communication overheads through limiting the influx of information within specific segments of the entire hierarchical system.

Visualisation of hierarchical organisational structure

(Source: Cosh, Fu and Hughes, 2012)

Aubry (2011) has opined that any organisational hierarchy could be effectively visualised in the form of a Pyramidal structure. The height of the involved ranks or professional designation could be depicted through status of power. Furthermore, Sharp (2005) has illustrated that the width of every level could present the numbers of businesses divisions or involved individuals who could be associated with those specific levels in relation to the entire organisational structure. The people with the highest of ranks, occupy the position at the apex of such a structural pyramid and the number is not much. Furthermore, the base level of the pyramid involves the largest numbers and these employees generally do not have subordinates beneath them.

According to Oshagbemi (2008), the hierarchies are mostly depicted through an organisational chart which is deemed as an Organigram. The accreditation of power becomes incremental from the bottom level upwards. As an outcome of this, the superiors within any hierarchical structure could have greater and could exercise greater command on the material and human resources of the organisations under consideration in comparison to those of their employees.The research of Tear et al (2020) has outlined the advantages of utilisation of such hierarchical organisational structures. These could be recognised as the following:

1: The most prominent advantage has been specified by Altinay and Altinay (2004) as the recognition of defined measures of leadership by the employees within the organisational working architecture. Furthermore, the measures and extents of authority and responsibility become obvious and particularly defined through the pyramidal hierarchical structures of power within such organisations.

2: Availability of differential opportunities of promotion and lateral career progression could provide effective performance incentive for the employees.

3: Employees could concentrate their field of focus regarding their responsibility measures and such concentrate of focus could culminate in the obtainment of expertise within particular functionalities.

Flat organisational structure

Cristini et al (2003) have determined that any flat organisational structure could refer to the organisational architecture where either negligible or no numbers of levels or strata could be in existence. This could be further elaborated as absence of levels of management within the employees and the management. As per the opinion of Hankinson (1999), the element of supervision is less within the flat organisational structure while greater promotion of the increased involvement of employees within decision formulation processes is performed.

The research based observations of Wang and Ahmed (2002) have suggested that certain advantages are associated with the flat structure of any organisation. These could be recognised as the following:

1: The level of responsibility of the employees within the organisation gets elevated to certain extent.

2: Excess and redundant layers of management are removed. This culminates in the improvement of inter-departmental coordination. Such coordination results in the improvement of communication measures at the interdepartmental levels within the respective business organisations with a flat structure (Krupa and Ostrowska, 2012).

3: The decision formulation processes could as well be developed through reduction of management levels which could encourage greater swiftness in such development of decisions within a time efficient manner (Cumming, 2016).

4: The organisational cost management could be aligned with the most preferred measures of operations since elimination of the entire middle management structure could reduce the budgetary strain on the entire organisational revenue structure (Dugdale and Lyne, 2010).

On the other hand, the research of Doherty, Champion and Wang (2010) has concentrated upon the various disadvantages which could emanate from the flat organisational structure based operational architecture of any business organisation. These disadvantages could be recognised and explored as the following:

1: Employees generally experience deficiency in terms of obtainment of specific guidance regarding reportage generation. This absence of guidance could formulate confusion and contention through power struggles within the existing management structures (Hankinson and Hankinson, 1998).

2: Long term growth could be limited within the organisation which hosts the flat organisational structure. This could emanate from the decisions of the management to abjure any emergent opportunity of growth in the future for the purpose of maintaining the existing organisational structural integrity (IASMINA, GABRIELA and ALEXANDRA, 2019).

3: Consistent generalisation is generated through the flat organisational structure. Such structures tend to generate mostly generalists and this process precludes the development of specialists.

4: Larger business organisations generally experience extensive struggle to properly adapt to the flat administrative structural properties. Only smaller or micro organisations could completely adapt to such structures since the existing work units are mostly manageable in terms of operational integrity (Parker, 2012).

Functional organisational structure

In terms of divisional reorganisation of the organisational functionalities, Henttonen and Kettunen (2011) have emphasised on the overall efficacy of a functional structure of any organisation which divides the working structure into multiplicity of departments on the basis of particular functionalities which are ascribed to such departments. According to Komazec, Todorović and Jevtić (2012), each of the functioning departments has to be organised and supervised through a functional manager and such leadership elements generally execute the responsibilities of grouping of employees as per their functionalities, responsibilities and roles within the organisational structural architecture. The significance is always related to the experience measures and capability aspects related to such leadership elements concerning the supervisory roles which are provided to such departmental leadership elements. Mintzberg (1989) have outlined such approaches as the propositions through which employees could be ensured to be encouraged to utilise their skills and capabilities to the optimum extent with substantial effectiveness in terms of obtainment of organisational objectives.

The research of Malone (1988) has consistently emphasised on the classification aspects of employees through functional architecture of any organisational structure. The significance of hierarchical structural management could be deemed from the organisational chart which could demonstrate the roles and responsibilities associated with individual work designations. Furthermore, as per the opinion of Miles and Snow (1986), the employees could be better controlled regarding the uniformity and quality of their performance outcomes. Skill management is another of the aspects which is taken into consideration. Thus, Spector (1982) has outlined that improvement of productivity through concentration and channelization of the entire performance capital of the involved human resources employed by the respective business organisation.According to Schotter et al (2017), functional departments could be referred to as silos. This implies this entire system to be disconnected and vertical in terms of progressive structural integration. This further implies that communication is extended from the departmental leadership towards the higher management. Functional management personnel generally exert the most extensive measure of control within the entire functional structure. On the contrary, the project manager does not wield much authority in this context and the role of such managerial personnel is mostly minimal in nature since the functional managerial approval is the most vital authority on which the project manager could justify the implemented policies and decisions related to such policies (Reinhold, Beritelli and Grünig, 2019). This is especially the case concerning the utilisation of resources when the project managers could be acting as project or operations co-ordinators and expediters of every project. For all of the business organisations, operating in the sectors of tangible operations such as the manufacturing industries, the formulation of such an organisational structure is primarily considered to be a beneficial proposition. The extent of repetition could ensure that employees become extensively skilled on account of the repeated exposure of theirs to the overall working processes which could outline improvement of their efficiency measures in terms of performance management (Pakarinen and Virtanen, 2017).

According to Schotter et al (2017), functional departments could be referred to as silos. This implies this entire system to be disconnected and vertical in terms of progressive structural integration. This further implies that communication is extended from the departmental leadership towards the higher management. Functional management personnel generally exert the most extensive measure of control within the entire functional structure. On the contrary, the project manager does not wield much authority in this context and the role of such managerial personnel is mostly minimal in nature since the functional managerial approval is the most vital authority on which the project manager could justify the implemented policies and decisions related to such policies (Reinhold, Beritelli and Grünig, 2019). This is especially the case concerning the utilisation of resources when the project managers could be acting as project or operations co-ordinators and expediters of every project. For all of the business organisations, operating in the sectors of tangible operations such as the manufacturing industries, the formulation of such an organisational structure is primarily considered to be a beneficial proposition. The extent of repetition could ensure that employees become extensively skilled on account of the repeated exposure of theirs to the overall working processes which could outline improvement of their efficiency measures in terms of performance management (Pakarinen and Virtanen, 2017).

Image 3: Functional hierarchical organisational chart of hypothetical
multiple companies

(Source:Sharp, 2005)

Advantages and disadvantages of functional organisational structures

Advantages

1: Achievement of the most extensive measure of performance could become a possibility for the employees on account of particularly facilitative conditions which could emanate from the grouping of them as per their specialities, knowledge, skills and expertise. This could, in the long term, contribute effectively in improvement of performance measures for the clustered employees.

2: The accountability measure could be reinforced and developed further to a completely new level since the roles and responsibilities of each of the employees become fixed and settled.

3: The hierarchy becomes clarified and consistent. The reduction of the communication channels also facilitates the swiftness of information exchange throughout the entire communication structure.

4: The reduction of communication channels also streamlines the entire organisational structure which, in turn, facilitates the communication procedure to become greater frictionless regarding the inter-departmental operational contingencies.

5: The duplication of work systems become precluded in the functional organisational structure and this also facilitates the concentration and utilisation of resources as per the defined responsibilities.

6: This particular organisational structure could as well be effective in assuaging the fears of employees regarding the possibility of ambiguity about their responsibility profiles and this leads to performance enhancement on part of the clustered employees.

7: The assurance regarding responsibility profiles also provides the employees the incentive to become greater loyal to their employer organisation.

8: The lateral and horizontal career progression possibilities for the employees also materialise in this context since the employees could concentrate further on the improvement of their performance measures within the organisational working architecture.

9: The co-operation elements within such organisational functional structures become improved and could be enhanced further with the inclusion greater impetus of interpersonal and intrapersonal communications.

Disadvantages

1: The functional organisational structure could foster boredom and monotony within the employees regarding their obligation of repetition of work performance. The loss of enthusiasm is one aspect which has to be considered in this context as enthusiasm declines.

2: Conflicts could arise if performance management and appraisal mechanisms could not be utilised in the proper manner. An employee with considerable skill levels could logically and commensurately have greater expectations.

3: The departments could have a self-centred approach in terms of application of such a specific functional structural mechanisms of the organisation. The managers within such functional departments generally concentrate greater attention on their individual departments and this leads to ignoring of and thus, discontinuation of, collaboration and co-ordination with existing other departments.

4: Within the inter-departmental operations scenario, the communication element becomes generally stagnant. Thus, the coordination measure within the interdepartmental level could become affected and flexibility as well as work process innovation could become seriously affected.

5: Within the various and often diverging departments, the element of teamwork management could become inadequate in this context.

6: The operational functional structure, within the respective organisational responsibility scenario, could become untenable since the functional structure is considerably greater rigid and adaptation to various change requirements could be difficult as well as generally slow in nature.

7: Regarding the events which occur outside the respective group structures, the employees associated with such groups could become inconsiderate and indifferent about it.

8: Within the functional operational structure of any business organisation, the decision formulation mechanism is especially slow and lackadaisical often.

9: Team members often could be excluded from the decision formulation procedures by the functional managers without any approval from the hierarchical managerial structural authority. This involves the utilisation of discretionary elements of power and authority of the managerial personnel.

10: Employee moral could be undermined and become affected through personal bias. The most often observed inst

11: In case of larger organisations or business entities which could register incremental growth over a specific duration, functional areas could become increasingly challenging for the organisational management processes. The functional division based segregation and categorisation of different departments could ensure that each of such departments could become independent concerning the functionalities entrusted to these. Such a scenario negatively impinges upon the inter-departmental co-ordination which could imply that the facilities entrusted to the individual departments could be utilised in manners other than those of the required ones.

12: Functional departments could be subjected to distraction through pursuance of departmental objectives in a case specific manner. This could have a negative implication regarding the organisational objectives which are required to be achieved.

13: This format of organisational structure is primarily a hindrance towards learning of new skills and knowledge by the employees since they are not exposed to variations of responsibility requirements and thus, do not tend to venture into inculcation of learning experiences regarding multitasking and variability based situational requirements within their overall responsibility scenario.

According to Nguyen et al (2018), the functional organisational structure could be not be exemplified through the determination of an exact organisation which is formulated on the basis of such an organisational structure. Thus, the comparatively larger organisations could not be pointed out since these organisations have difficulty in maintaining the functional structure in terms of categorisation of the involved departments through which such organisations operate. Furthermore, such business organisations also require elements which could outline, in terms of the organisational structure, to be associated with a project or task oriented functionality of the entire structural component within the business organisations. Such task or project orientation could involve research procedures and projects based endeavours for the purpose of launching of new products or services by the respective organisation. Furthermore, when having to improve the existing products and services through market specific operations and when it is required to construct various new production facilities to sustain the growth of organisational progression, the functional organisational structure becomes untenable for larger organisations. In this context, the research of Albers, Wohlgezogen and Zajac (2016) has suggested that the relatively underdeveloped matrix structure effectively resembles the functional organisational structures.

Image 4: Centralised organisational structure

(Source: Tear et al. 2020)

Image 5:Decentralised organisational structure

(Source: Lee and Edmondson, 2017)

Image 6: Centralised vs Decentralised organisational structure

(Source: Nguyen et al. 2018)

The most intractable organisational issue, as per the observations of Roh et al (2017), is the requirement of addressing the business needs of determination and actualisation of the regulatory power and decision formulation authority, concerning the business responsibilities associated with the respective business organisations. Miterev, Mancini and Turner (2017) have observed that decision formulation is central to the exercise of authority. The contention becomes significant concerning the actualisation of such authority involving centralisation of power to the senior management since the requirement of delegation of power and authority throughout the working architecture of the entire hierarchy could not be overlooked either. This formulates the argument in favour of decentralised organisational structure.

Langenmayr (2016) has determined that most of the large organisations primarily involve certain extents of decentralisation as various locations, at the transnational operational levels, are utilised by the multinational corporations to operate from along with addition of new business units within the accessed market spaces. The issue remains regarding accordance of proper independence to the units and groups of operations within any particular business structure regarding formulation of significant decisions pertaining to business endeavours, policies and procedures applied.

To this effect, Zeyada (2018) has been of the opinion that it is necessary to outline the organisational framework and proper guidelines which manage the business operational endeavours to properly delineate the efficacy of either of the organisational structures. This is vital from the perspective of management of business operations. Luhmann (2018) has illustrated further on such aspects through the observation that small business owners mostly formulate and utilise the organisational structures of their companies for the purpose of suitability of management. Such structures could be also delineated as extensions of the personality of owners of such organisations. Such characteristics determine the management procedures and mission of the company and also lead to the overall formulation of either the centralised or the decentralised organisational structural integrity within the overall discourse of business functionalities.

Management of individuals and teams

Image 7: Comparison of authority between centralised and decentralised
operational structures

(Source: Formulated by the Researcher )

As per the observations of Dźwigoł (2017), the centralised organisational structure could foster greater reliance on particular individuals when formulation of decisions and obtainment of proper guidance could be the necessity. On the contrary, as per the reflections of, decentralised organisational structure could often have several responsible individuals with extensive authority to formulate business decisions as well as execution of formulated policies. Such organisational structure deliberately relies on the organisational environment where teamwork forms the basis of progression and growth for any such business entity. The emphasis is always on the proper delegation of authority to the individuals at each of the organisational levels so that they could be entitled to formulate proper decisions regarding implementable policy measures.

Advantages of Centralised Organisations

1: According to Odor (2018), organisations with centralised working structures could have extensive measure of efficacy regarding formulation and implementation of business decisions. The mission and vision prospects of the organisation are developed by the business management hierarchy. Such measures of control are also utilised for the purpose of establishment of performance objectives for the various mid and lower level managers as well as the employees for the purpose of achievement business objectives within the least possible time duration. Furthermore, an institutional measure of greater uniformity could be achieved through inter-branch collaboration through establishment and utilisation of standardised work procedures under the purview of a centralised operating structure (Nadarajah and Kadir, 2016).

Disadvantages of Centralised Organisational

1: As per the research of Horch (2018), business organisations with centralised structures could experience redundancy based negative impacts regarding having to operate through multiplicity of layers of institutional managerial bureaucracy. The multiplicity of various management layers could impart the burden of functional overlapping on the overall management hierarchy of the associated organisations and this could encompass the entire spectrum of management undertakings from the higher echelons to the frontline operators. In this context, Lee and Edmondson (2017) have emphasised that the centralised organisational structure is responsible for the consequent delays which might occur in terms of the implementation of the procedure through which decision formulation could be undertaken. The outcome gets manifested in the time overruns which occur in terms of accomplishment of tasks and this highlights sluggishness in business operations.

2: This organisational structure often contributes to the development of suppression of independent initiative in terms of the middle and lower level personnel becoming regimented and thus, becoming inactive regarding assuming responsibility in a proactive manner.

3: The motivation at managerial levels could be undermined as well since absence of proper authority could ensure the dampening of such motivational aspects for the organisational managers.

4: Flexibility as well as swiftness of localised level decision formulation could be jeopardised through centralisation especially when the element of customer relationship management is concerned.

Advantages of Decentralised Organisations

1: Sayles (2017) have specified that organisations with decentralised structures of management and control could utilise the multitasking abilities within their individual human resources. From a utilitarian perspective, the required knowledge and information regarding operational responsibility management could be enhanced at the human resource levels, through delegation of authority and responsibility on the employees to greater extent through the implementation of a decentralised organisational structure.

2: According to Rittberger et al (2019), the decentralised organisational structure could ensure the overall efficacy of existing managerial personnel since the organisations with such a structure could enhance the levels of experience and knowledge within the managers as well as the directors so as to properly manage differential business contingencies and situational imperatives.

3: In terms of customer support management, Taylor (2019) has determined that decisions could be formulated at greater proximity of the customers and this could be materialised into better customer management services.

3: In terms of customer support management, Taylor (2019) has determined that decisions could be formulated at greater proximity of the customers and this could be materialised into better customer management services.

4: Decentralised organisational structures could be utilised to develop better and comparatively greater accurate responses to various local market level circumstance.

5: Accordance of greater flexibility and authority to the employees could culminate in betterment of motivational status for the staff under consideration.

6: In case of flattened hierarchical structures, the decentralisation of control and status along with the delegation of authorities could outline effective consistency in business operations management.

7: Decentralisation of organisational authority could further develop the measures through which greater efficacy could be achieved in terms of training and preparation of junior management personnel.

Disadvantages

1: From the perspectives of Roberts (2018), the most significant disadvantage for any business organisation currently performing under decentralised organisational structure could be identified as the possibility of having to struggle with diverging opinions of multiplicity of individuals associated with the human resource elements of the respective organisation. This condition could be summarised that intractable issues regarding bringing every manager/director from every level on the same page could become next to impossible provided the flexibility of decision formulation procedures which could be applied in terms of such business organisational structure (Boyce and Ville, 2017).

2: Formulation of decisions could not be considered to be performed through necessary strategic approaches. More often than not, such considerations tend to border on the tactical, instead of strategic choices

3: The ensuring of consistent practices and implementation of policies at each of the business engagement points, especially in case of the multinational organisations, becomes exponentially difficult.

4: Duplication of roles and functionalities is a primary disadvantage in this context.

5: Disruption of leadership elements is a significant drawback for decentralised systems of leadership. This becomes specifically evident when any crisis situation arrives.

6: It is consequently difficult to achieve any effective financial control regarding control of cost incurrence. Decentralised organisational structures could contribute to the element of cost overruns since duplication of roles and functionalities become evident with the business operational discourse.

Departmentalisation of organisational structure

According to Kuznetsov et al (2019), the process of Departmentalisation involves structuring of organisations into various departments. These departments generally perform various tasks in accordance to the various specialised task management requirements which are associated with the existing departments within the respective organisation. Grynko and Gviniashvili (2017) have suggested that the process of Departmentalisation exists within the organisations at both the private and public sector based business operations spheres. This is primarily a means of structuring the entire organisation to the most singular work unit extent.

Furthermore, Akhmetshin et al (2017) have opined that there are two specific formats of departments which are formulated within the process of Departmentalisation. These are identified as the Functional Departmentalisation and Geographic Departmentalisation. Functional Departmentalisation pertains to structuring of any organisation into various departments which could be based upon the restrictive functionalities which are associated with each of the respective departments. Long, Iñigo and Blok (2020) have illustrated this in the format of the BAE Systems, the weapons and aerospace equipment manufacturing giant of the UK, in the format of formulation of different departments of production, marketing and sales operations within the BAE Systems. Furthermore, such organisations also establish departments such as accounting and human resources operations. As per the observations of Kuratko, Hornsby and Hayton (2015), such departmentalisation could be advantageous since this can enhance both expertise and efficiency of different functionalities which could be performed at various locations by specialised working personnel.

On the other hand, González-Benito, Muñoz-Gallego and García-Zamora (2016) have delineated that Geographic Departmentalisation is primarily organised on the basis of geographic demarcations. Schotter et al (2017) have further explained that, for the large multinational corporations and other transnational business organisations, this format of organisational structure could be considered to be the control and management of different offices which these MNCs maintain throughout the world. The activities which are directly related to the organisational operations within particular regions are primarily handled through the department which is entitled to manage such regional tasks on an individual basis. According to Calabrese et al (2018), the most significant advantage of such an organisational structure is that it fosters development of expertise which could be specific to the various conditionalities (political, economic, technological, social, cultural and administrative) of the geographic regions under consideration. Another benefit has been outlined by Albers, Wohlgezogen and Zajac (2016) in the form of development of upper level management personnel within such organisations through sending them to region specific responsibility functionalities which, could, further, foster the most broad and accurate perspective of operational management and expertise, within the managers and such perspectives could culminate in absolute success achievement for the associated business organisations.

According to Estrada-Cruz et al (2019), the Cineworld PLC operates through a matrix based organisational topography. The organisational structural architecture is primarily formulated as a combination of multiplicity of types of differential yet compatible structural components of an organisational hierarchy. Within such a matrix based organisational topography, the emphasis is always posited on development of projects by employees themselves on teamwork basis. To this effect, the employees of Cineworld, are required to report to not one but two different supervisors in the manner of the project manager and the functional manager.

As per the opinions of Santos et al (2018), the objective of Cineworld PLC, in terms of utilisation of matrix based organisational structure, is the balancing of organisational interests with those of the stakeholders such as customers, suppliers, shareholders, financiers, creditors, managerial executives and the governmental regulatory authorities. Furthermore, Fjeldstad and Snow (2018) have determined that this matrix based organisational structure also assists the company under consideration to obtain the long term organisational objectives encompassing all of the spheres of operational policies and management such as internal control imposition, planning of actions, corporate disclosures and performance measure management.

Figure : Matrix organisational topology of Cineworld PLC

(Source: González-Benito, Muñoz-Gallego and García-Zamora, 2016)

Organisational topology based functionalities of Cineworld PLC

(Source: Katmon and Al Farooque, 2017)

2.2: Explanation of the functionalities and inter-relationships of different departments of a business organisation

Prajogo (2016) has emphasised upon four primary business functions which different departments of the Cineworld PLC generally have to execute as fundamental responsibilities. These could be envisaged as the following:

1. Human Resource Personnel management (HRM).
2. Financial resource management.
3. Marketing operations management.
4. Operational process management.
5. Innovation based performance management.

Rosenberg, Hansen and Ferlie (2016) have pointed out that business organisations such as the Cineworld PLC have to persistently market the offered products and services for the purpose of generation of maximised profit margins. In a pertinent manner, as has been observed by Santos et al (2018), the responsibilities of the HRM at Cineworld PLC are comprised by the functionalities of recruitment of employees, conducting their training, attending to their requirements, resolving their issues, and management of compensation and rewards programs. In a similar manner, Shaukat, Qiu and Trojanowski (2016) have established that operational management within the Cineworld PLC involves administrative operations of the business discipline and that of the organisation under consideration. This has direct implications on the marketing operations management of the company since through internal control and management success, the organisational hierarchy of the selected company could ensure that the developed marketing policies could be implemented effectively in the increasingly volatile and competitive international market scenario.

Furthermore, Yermack (2017) has accentuated the fact that financial management procedures, within the Cineworld PLC, are the prerogatives of the governing board of the organisation as well as of the finance department pertaining to effective and efficient utilisation of financial and material resources of the company. This process has been further illustrated by El Ghoul, Guedhami and Kim (2017) to be the disbursement and allocation of financial resources within the entire structural architecture of the company selected so as to manage the fiduciary implications pertaining to the necessity of ensuring the financial viability of business operations through balanced allocation of available financial resources.

Involving the research perspectives of Fjeldstad and Snow (2018), it could be understood that the interrelationships of such organisational departmental functionalities are oriented towards enabling respective organisation to ensure business success achievement within the existing market environment. This perspective has been underscored by the observations of Mäntymäki, Salmela and Turunen (2018) that, if the marketing department of the Cineworld PLC could require greater human resource involvement, for the execution of market research to decide upon the appropriate strategy of market promotion to expand into new market horizons, the HRM department is provided the requisition lists for this purpose. This could culminate in the issuance of recruitment advertisements by the HR manager to provide the necessary human resource personnel to assist the marketing department of Cineworld. In such cases, as have been determined by Simões, Gomes and Yasin (2016), a domino effect is initiated concerning the progressive assimilation of differential efforts of all of the other departments of the company under consideration within this overall endeavour since the involvement of the financial department becomes crucial to ensure allocation of proper funds to operating teams at the HRM department and at the Marketing departments as well and the OPM department becomes endowed with the responsibility to assist the HRM department with execution of recruitment responsibilities and associated undertakings.

Obeidat et al (2017) have pointed out that innovation based performance management at Cineworld takes the form of successful implementation of various ideations for the purpose of operational efficacy enhancement. Manuylenko et al (2017) have emphasised on the explicit divergence of the process of innovation from that of particularities associated with invention since the constituents of innovation involve three factors as technology, invention and research. Cineworld utilises multiplicity of policies of innovation management to encourage creativity and innovativeness within the working personnel.

To this effect, Hustedt and Danken (2017) have underscored that the inter-departmental functionalities and associated implications also have extensive and profound effects on the following factors which define the overall business process dynamics for any business organisation, such as the Cineworld PLC, which, operates on a multinational basis:

2.3: Evaluation of the influences of globalisation on organisational structures

According to Mežinska, Lapiņa and Mazais (2015), the foremost influence of globalisation on structures of business organisations such as the Cineworld PLC could be recognised through the incremental necessity of linking organisational departments, operational geographical/regional factors and business functionality specifics for the singular purpose of achievement of determined business objectives. Biener, Eling and Jia (2019) have brought into effect the concept of self-organising for the business entities which, hitherto, did not possess the proper organisational structure through which operational efficacy within the globalised business environments could be maintained. This involves, as Mikalauskiene, Streimikiene and Mulagalejeva (2016) have perceived it, the determination of the organisational structure through which the products and services could be developed within the least possible duration and through the minimum gross capital investment to optimise efficiency. This thought is acquired by the Cineworld PLC to blend it into the existing structural framework of the company so as to manage the competitive market volatility within the global entertainment content provisioning industry. In this context, there are 3 primary aspects of globalisation influenced organisational structural modifications which are required to be explored. These are as the following:

1: Strategic planning process: This requires the organisation under consideration to develop transformative business strategy to formulate business methods through which organisational resources could be effectively utilised to transmute from regional or national level operational procedures to the international levels. Incorporation of additional materials, human resources and capital, as per the stipulations of Khan, Khan and Haleem, (2019) would be vital in this context.

2: Systems integration: Mohapatra (2016) has determined that, for most of the business organisations operating on a global scale, it is of paramount significance to integrate the criteria of the available global commercial standardisation frameworks so that the intellectual and exclusive human capitals could be effective utilised in this perspective. To this effect, the organisational structure is required to be modified in the required manner so that intellectual and human resource utilisation could be registered throughout the operational horizons in the most equitable and pertinent manner. This becomes vital in terms of transnational operations where differential time zones related operational imperatives are involved and business organisations such as the Cineworld PLC is required to formulate effective operational integration strategies through which co-ordination between this diversified time zones related functionalities could be ensured.

3: Adaptation to current business environmental dispensations on a global footing:Michie (2019) has been off the opinion that, the current global corporate environmental dispensation, emphasises consistently on the development of brand identities which could assist any successful organisation to acquire the centre stage within the existing market environment since this process could assist such organisations to outshine the actual quality of their products and services. To this effect, the Cineworld PLC does invest incremental amount of capital in the establishment of brand identities through sponsorships and advertisements. The objective, according to Singh and Zammit (2019), is to modify the organisational structure and management mechanisms through which the aspect of value addition could be managed so as to fulfil the necessity of meeting the required customer expectations and secure favourable market positions.

Biener, Eling and Jia (2019) have drawn attention to the limitations of the process of Globalisation in the form of pinning down the aspects of this process in relation to exchange of information and technology on a transnational scale. The most pervasive limitations of Globalisation, as per the observations of Mikalauskiene, Streimikiene and Mulagalejeva (2016) are to be identified as three particular aspect such as data regarding personal contacts, exchange rates of information and the factor of cultural proximity (especially significant regarding a cinema chain such as the Cineworld). The requirement has been to categorise these factors within the organisational performance index which is developed to adjust the influences of Globalisation. The element of cultural globalisation could be denominated as domination of certain cultural practices over relatively lesser marketing effort assisted cultures within the global socio-cultural realms. One specific denominator is the numbers of songs or movies of Hollywood which could be represented in national lists of chartbusting entertainers at countries where Cineworld operates. In this context, the estimate variables are transformed by Cineworld marketing research teams to an index with a scale from 0 to 10 (with greater values denoting greater influences from Globalisation). The approach formula utilised by Cineworld marketing research groups is the following:

((Vi-Vmin)/(VmaxVmin)*10)

In this case, higher values related to the fundamental variable indicate greater impact of Globalisation. Conversely, with lower values associated with the variables indicating lesser impact of Globalisation, the estimates are formulated on the basis of the following formula:

((Vmax-Vi)/(Vmax-Vmin)*10)

According to Yeo, Lloyd-Williams and Edwards (2019), the financial performance index of Cineworld PLC, in such globalised conditions, involving previous 2 financial years, is as the following:

Task 3: Impact of Market environment on business organisations

3.1: Analysis of supply and demand impacts on prices of services and goods

The Law of Supply and Demand

Yeo, Lloyd-Williams and Edwards (2019) have stated that this theoretical construct is fundamentally related to the delineation of the impact of both supply and demand on the price elements of goods and services. This could be illustrated as a fundamental economic principle which establishes the fact that when supply could exceed goods or service demand, prices also decline proportionately and with demand exceeding supply, incremental rise in prices could as well be registered. On the other hand, Faith and Agwu (2018) have demarcated the inverse relationship in between supply and prices of services and goods when the element of demand remains static. In a similar manner, Bai et al (2019) have pointed out that increment in supply while demand could remain static, could culminate in progressive decline of prices to a lower equilibrium while higher equilibrium quantity of supply could be possible. Exactly opposite of such a scenario has to be experienced by MNCs such as Cineworld whenever supply decreases with static demand, leading to achievement of higher equilibrium price with lower quantity of services and goods availability.

Figure 3: Concept of supply and demand

(Source: Faith and Agwu, 2018)

Figure 4: Effects of shifts in demand curve

(Source: Buechner, 2018 )

The concepts of supply and demand curve have been defined by Buechner (2018) as the relationship between the variables of quantity supplied on the horizontal axis of such a curve and that of the element of price on the vertical axis. The assumption in existence underscoring the Demand and Supply curves has been illustrated by Marwala and Hurwitz (2017) as that none of the pertinent economic factors could be alternated except the price elements. The concept has been defined by Benzaquen and Bouchaud (2018) as Ceteris Paribus. This stands for equality and consistency of all of the relevant variables. To this effect, economists often utilise the assumptions based on Ceteris Paribus to examine the economic impacts of globalised business environments on structural architecture of respective commercial organisations. Such examinations mostly remain concentrated on factors which influence the shift of Demand Curve involving goods and services since this process could cause differential quantity based demand generation at the existing prices. According to Heakal (2015), the subsequent changes, which, influence the demand and supply, impacting on prices of services and goods, are as the following:

1: Income structure of the targeted customer populations under globalised conditions.

2: Changes in the price structure of complementary or substitute services and goods.

3: Variations in conditions and input prices.

4: Technological changes and upgrades.

5: Reformation of taxation and regulation mechanisms at the national governmental levels.

3.2: Analysis of possible planned market interventions and subsequent organisational impacts

The element of competitiveness could be considered to be fundamental in terms of enabling any business organisation to establish itself within the current hypercompetitive market scenario with the purpose of achievement of determined business objectives within the existing business environment. The global market conditions are mostly marked by extensive volatility and intensive competitiveness requirements on part of business organisations currently operating on a global basis, including the multinational corporations (MNCs). Thus, Musselli (2017) has opined that multiplicity of factors influence the process of establishment of any business at the global scale including the previously stated business environments and the subsequent elements which assist in shaping the business processes, developed and utilised by various international business operations groups.

To this effect, De Pooter, Martin and Pruitt (2018) have underscored the possible market interventions which, could be conceived by various national regulatory initiatives, such as government initiatives, having implications concerning the overall impacts of existing market environment on the business propositions and organisational structure of multinational commercial entities such as the Cineworld PLC. These could be delineated as the following:

1: Employment policy and regulations based interventions

Huggins and Williams (2011) have stated unequivocally that governments have the most noteworthy impact regarding formulation of business interventions at any market condition. The orientations are mostly towards fulfilment of national priorities through development of coherent national business control strategies. Another critical aspect is empowerment of productivity for MNCs which the UK government generally tends to consider with extensive seriousness. To this effect, Doppelt (2017) has called for attention regarding the development of ‘The New Deal’ through which the UK governments have contributed to offering better opportunities of subsidised work programs to entrepreneurs as well as established MNCs. The underlying factors are governmental taxation policies, establishment of minimum and maximum price structures, funding management and regulatory tools application.

2: Monetary policies

Joyce et al (2012) have opined that the UK governments have been cognisant of the fact that abrupt ascents in general costs have to be curtailed. To this effect, the Monetary Policy Committee (MPC) has been established by the Bank of England to provide loans with adequate and reasonable interest rates. The objective is to curtail the uncontrolled upward driving of costs since increment in loan interests could contribute to expanding production costs of companies which could further ensure the progression of costs for purchasers/ customers. Furthermore, such regulatory policies are reflective of the effort by national governments to manage monopolistic situations to further improve the market performances (Kay, 2011).

3M1 Assessment of the response of an organisation involving changes in the market conditions

According to Cameron and Green (2019), the commitments formulated jointly by the entertainment industry operators and the successive UK governments for the purpose of unlocking the growth prospects of this sector could be considered to be the cornerstones on which transformations and progression of the existing market scenarios could be materialised. Bustinza et al (2019) have demonstrated the requirement, for entertainment industrial operators such as the Cineworld PLC, to consistently recognise challenges and barriers which could hamper the implementation of varied initiatives which could be required to be undertaken in response to transforming market conditions.

Correction of market failures

Specifics

As per the observations of Felipe, Roldán and Leal-Rodríguez (2017), implementation of corrective initiatives to resolve the detrimental effects of the marketing volatility and vagaries of the business uncertainties within the entertainment industry, for Cineworld PLC, remains one of the primary approaches through which the overall response measures could be generated from the involved organisational perspectives. In this context, the research of Gotteiner, Mas-Machuca and Marimon (2019) has suggested that imperfect outcomes of market endeavours could be corrected through the process of reallocation of resources. Furthermore, the processes of transforming the incentive and cost to company management structure are also considered to be the preferred approaches involving the corrective endeavours of Cineworld PLC.

To this effect, the suggestions of Alexiev, Volberda and Van den Bosch (2016) have consistently underlined the necessity of evaluation of the nature of market failures so that proper corrective measures could be developed in terms of generation of credible responses by the entertainment operators such as the Cineworld PLC to market exigencies. Such perspectives have been further illustrated by Srinivasan and Swink (2018) to be significant in terms of identification of exactitudes associated with the market failure scenarios as well as the reasons of persistence of the same. The significance could be comprehended in the manner that it is not possible for any business organisation, such as the Cineworld PLC, to develop further solutions to existing problems without having any particular comprehension about the exactitudes of market transformation or crisis based situations. The emphasis on the commonality of interpretation concerning market failure is that it involves a particular shortcoming concerning the standardised perfection in terms of achievement of competitive leverage over the market rivals. According to El Leithy (2017), this also encompasses the inability of achievement of perfect competition concerning general equilibrium economics within the contemporary market scenario.

To this effect, the element of price equilibrium could be considered to be a moving target, as per the observations of (Blades, 2017). This could be illustrated in the manner of considering all of the consumers and product/service providers within any tangible market environment to be contenders or competitors, except the fact that the finishing line is anything but a static entity and it keeps on moving ahead or away. Rahimiatani, Zare and Yazdani (2018) have provided a greater realistic interpretation of the element of market failure in the manner as a scenario where the economic participants could be excluded from proper incentivisation in order to devote greater efforts towards the development of the most efficient outcomes. As per the opinions of Pudjiarti and Hutomo (2020), the concentration of the most extensive academic economic literature could be outlined within this particular approach.

Possible corrective actions

Delić et al (2017) have precisely suggested that utilisation of the broad spectrum of perfect competition definition could be considered to be the most effective measure through which market failures could be corrected by the Cineworld PLC. This particular approach could be better elaborated from the perspective of Li et al (2019), as the permitting of competing entrepreneurs and consumers to promote their efforts towards pushing the market towards achievement of perfect equilibrium over a definite period of time. This effort could become greatly signified on account of the consistent pressure within the market conditions to achieve perfect equilibrium, however, such equilibrium is next to impossible to be developed. Amankwah-Amoah (2016) have outlined the dual causalities of volatility of the actual market circumstances and limitations pertaining to human knowledge about such market volatility.

As per the stipulations of Panayiotou, Putnam and Kassinis (2019), various policy analysts and economists have proposed an extensive litany of probable regulations and intervention for the purpose of compensation of such market failures which could be perceived in advance. As per the opinion of Brunsson and Olsen (2018), such strategies and instruments involve subsidies, government tariffs, redistributive as well as punitive taxation procedures, mandates of assets disclosure, restrictions of trade, restrictions on price ceilings and floors and various other techniques of market distortions which could be justified on the basis of perceived efficacy of correcting the business endeavours and outcomes which could be deemed to be ineffective for the operating corporate entities such as the Cineworld PLC.

In a similar manner, Kuhn et al (2019) have drawn attention towards the arguments levelled by various other economists which attest to the factors that markets are undeniably imperfect as dynamic entities and this involves improper framing of market failure. Thus, it is not proper to investigate about the reasons relative to which markets generally fail, including the perfect competition based ideals which are improbable at the best. On the contrary, the contention should be focused on the question regarding the perception of betterment of market performance. Furthermore, the arguments levelled by Escandón-Barbosa and Hurtado-Ayala (2020) have outlined that markets have to be consistently examined so as to recognise the process of discovery which could be proven to be efficacious in terms of adjustment of correcting the inefficiencies. As per the observations of Hult and Sjölund (2017), regulations could interfere with the process of such investigative approaches, the inefficiencies become reinforced through such regulations.

According to Yusuf et al (2020), from the administrative perspectives, the purpose of overcoming of market failure could culminate in the stipulation and implementation of multiplicity of policies. One particular instance is often highlighted in the available literature as the reduction of consumption of demerit goods through increment on imposable taxes. Further policies could reflect the controlling of the markets through extensive and enormous increment in centrally organised, persistent interventionist policies at the governmental levels at the UK. The benefits derived from management of market crises are required to be represented at both the cost and benefit sides.

To this effect, Tallon et al (2019) have suggested that the Market Complexity and Failure theory could be utilised by the Cineworld PLC to properly develop the required perspectives regarding the solutions which could be utilised to correct the prospective market failures. The rationale could be as the following:

1: Innovation based industries, such as the entertainment one, have been primarily vulnerable to uncertainties since innovation is a collective process which could be defined through a system of consistent hetero-geneous private and public operators who could interact between each other in various manners.

2: The process of market correction, thus, is riddled with the fundamentally uncertainty which could ensure that most of the attempts by the Cineworld PLC could culminate in abject failure.

3: The market correction processes are primarily path-dependent and highly clustered as well as cumulative processes which could be further characterised as the fat-tailed distributive services.

4: Facilitation by the public sector is not a reliable or forthcoming element which could be depended upon.

Thus, Rizescu and Tileag (2016) have emphasised that the theoretical construct under suggestion, from a statistical perspective, appears to be the Gaussian Process. This process involves the understating of the collective, persistent and uncertain nature of innovation based entertainment which could assist the management echelons of the Cineworld PLC to determine the policy narratives which could be required if the organisation requires to achieve effective and innovation oriented growth (Feng, Morgan and Rego, 2017).

According to Wrigley, Nusem and Straker (2020), the significance of the Market Complexities and Failure theory is consisted of the justification of governmental intervention within the economy if such interventions are oriented towards correcting the market failures or crisis situations so that efficient allocation of resources could be materialised. Such interventions could involve channelizing of investments within the particular business sectors where consumption of public service based goods and products could be enhanced (Matthiae and Richter, 2018). Thus, both the sectors with greater and comparatively lesser market potential could receive proper attention from the governmental interventionist policies, in this context. Furthermore, the devising of market mechanisms for the purpose of internalisation of external costs and benefits could be considered to be effective propositions within the purview of such a theoretical construct. Thus, the corrective approaches are as the following, for the Cineworld PLC:

1: Addressing the complications associated with the imperfection factors associated with market competition.

2: Addressing the complications associated with improper communication or information acquisition failures.

3: Addressing the complications related to negative externalities.

4: Development of proper and suitable policies and measures through which coordination failures could be addressed within the working architecture of the company under consideration.

5: The orientation of the corrective approaches would be required to involve techno-economic paradigms for the organisation under consideration. Development of spontaneity is essential in this context.

6: The mission oriented investment processes would be required for the Cineworld PLC to be applied as well. The purpose would be to develop bold policies which could be failsafe as well. Such investment policies could thus be deployed throughout the business discipline spectrum by Cineworld with manageable risk thresholds (Fotovat, 2018).

Redistribution of income and wealth

At the commencing endeavour regarding discussion of such a perspective in terms of the overall significance of planned intervention strategies at the contemporary market scenario, according to Tidd and Bessant (2018), it is required to delve into the nature of the topic under consideration from a broad and extensive academic perspective. Regarding the global policy debate pertaining to economic inequality, the conventional quasi-neglect accorded to the issue of inequality has been subsided. Spulber (2019) has observed that the advanced economies have experienced the expanding concern regarding the apparent impact of global technological transformation and globalisation which have further contributed to the cost of counteracting the detrimental influences of such developments on the general income equality scenario.

Furthermore, the developing markets could experience the extensive inequality measures which could culminate in the development of major obstacles towards achievement of sustained growth and poverty reduction (Hosking and Anderson, 2018). Thus, the significance of redistribution of income could be perceived from the perspective that greater equality could be achieved through such efforts and the additional benefits could be achievement of faster growth potential realisation so that market conditions could be further developed and sustained. However, in the market conditions where the growth prospects have been realised to be of satisfactory measures, the reallocation of resources could be considered to be a potent argument still if the conditions could exist where the financially disempowered have been benefited to a much less extant in comparison to those who could be financially of much greater status (McGuinness and Cronin, 2016). This reallocation of the entire scheme of income and resources could be considered to be effective in terms of shifting such elements from those of the apex of the income scale to the exact ground level of the entire scale of income.

In this context, Dubey et al (2019) have suggested that the policies of transfer of income and wealth through incremental rates of taxation could be considered to be direct instruments to assist market conditions through development of short as well as long term based consumer bases through improvement of purchase parity of any particular economy. Furthermore, the success magnitudes of conditional cash transfers could demonstrate that, in particular cases, transference of wealth and redistribution of the same could be considered to be effective enough, especially for the developing economies. However, it has to be taken into consideration that various cash transfer and wealth redistribution programs are incumbent upon the delivery of wealth to the specific households on the particular condition that they could comply particularly to pre-determined requirements (Adegbite et al. 2018).

In case of UK and various other Euro-centric regions where such initiatives could be implemented, from the perspective of improvement of the overall market efficacy for the entertainment industries as well as for commercial entities such as the Cineworld PLC, it could be considered that greater application of the Information Technology could culminate in development of consistent growth in the overall expenditure scale from the perspectives of the entertainment services subscribers(.Safonov and Blinov, 2016). However, the current impact of such interventionist programs could be counted as only minimal in terms of the alleviation of crisis situations in the markets under consideration. Greater resources are required in terms of expansion of the efficiency of redistribution of wealth programs. The raising of necessary funds could be considered to be the primary objective for implementation of the greater rates of taxes. The necessary funds could further be raised through greater taxation to the upper segment of the income scale (Sheng and Chien, 2016). To this effect, greater monitoring of the generalised utilisation of bank accounts, debit cards and credit cards could be essential in terms of development of a general conditional perception pertaining to the personal income of the population of the UK in general and this could further enforce the tax evasion prevention prospects which could be undertaken by the administrative establishments of the UK (Ahmad and Huvila, 2019)

The observations of Sirola (2020) have consistently determined that income redistribution could reduce inequality and thus, the issues pertaining to purchase parity, if such initiatives could be implemented in a proper manner. This could further be observed from the fact that socio-economic assistance is critical concerning the prevention of the general populace becoming affected completely by the detrimental effects of recession.

Management of monopolistic situations

Decisional risks

The decisions regarding price and output of services and products, are incumbent upon, concerning individual business organisations such as the Cineworld PLC, on the market conditions and cost management implications pertaining to product and services generation (Safonov and Blinov, 2016). In terms of monopolistic situational perspective within the UK entertainment industry, Ahmad and Huvila (2019) have observed that knowledge regarding the competitive conditions is mostly equitably available in between various participants. However, no market operative organisation could claim to have perfect knowledge or informational insights pertaining to the actual conditions within the UK entertainment and visual content markets. In this context, Feng, Morgan and Rego (2017) have brought forth the hypothetical instance of diners in prominent London restaurants to draw parallels between their experiences and the market conditions. In this situation, the diners can review the available delicacies in the menus of most of the prominent UK restaurants which are presented online. However, the menus could also be reviewed while visiting the restaurants once the diners could arrive at their destinations within the restaurant premises. However, it is never possible to completely appreciate the available delicacies prior to the completion of dining (McGuinness and Cronin, 2016). In a similar manner, the entrepreneurs and business owners, such as the Chief Executive Officer of the Cineworld PLC, have to perform a comparatively greater significant role since the perfectly competitive market conditions could seldom be developed within the UK industry and thus, increment in decision making risks could always be a definite probability. In terms of entry and exit barriers, Felipe, Roldán and Leal-Rodríguez (2017) have stated that no such barrier could exist within the overall UK entertainment market structure at any given point of time.

Differentiation of products

The central feature of any monopolistic competition based market conditions could be understood from the research perspective of Gotteiner, Mas-Machuca and Marimon (2019) as differentiation of products and services on the basis of standardisation and particularisation of suitability pertaining to the market conditions as well customer preferences. As per the research of Alexiev, Volberda and Van den Bosch (2016), the categories of product differentiation are four in number. These are as the following;

1: Physical differentiation prospects

According to Srinivasan and Swink (2018), the business organisations utilise multiple performance indicators and features such as designs, sizes, colours, shapes and price ranges to achieve product differentiations. One instance could be highlighted as consumer electronics which could be differentiated physically without much effort.

According to El Leithy (2017), this involves the differentiation of products and services through distinctive packaging methods and through instituting various promotional techniques which could be developed for the purpose of promotion of the existing brand images associated with such products or services.

3: Human resource capital based differentiation prospects

The measure of differentiation of this kind involves the application of specialised skills and expertise of the organisational employees to standardise and differentiate the features associated with the services and products of any particular organisation such as the Cineworld PLC (Blades, 2017).

4: Distribution based differentiation prospects

This process involves the differentiation of products and services through distribution measures such as through electronic mails and through Internet based product or service accessibility portals. In this context, Rahimiatani, Zare and Yazdani (2018) have observed that business organisations are mostly price makers and thus, could be subjected to downward Demand Curve based market volatilities. The issue is always to determine the price ranges associated with the products of services when the price guidelines regarding the industry are always constants which are required to be factored in while determining the prices for offered services. For business organisations such as Cineworld PLC, it is always necessary to engage in effective advertisement campaigns while the monopolistic market competitive conditions could exist (Sirola, 2020). From a monopolistic perspective, competitive business organisations, within the UK entertainment industry, are primarily interested in profit maximising procedures (Hosking and Anderson, 2018). However, the considerately large numbers of business organisations currently operating within the UK markets have enhanced the overall competitive index requirements for companies such as the Cineworld.

In this context, Pudjiarti and Hutomo (2020) have brought forward the overall nature of monopolistic competition based profit maximisation prospects both in the short and long runs as the following graphical representation:

When Profit Maximisation equation could be the following:

MC=MR while the output could be Q and the price could be P. The price (AR) could be above the ATC at the point Q. In such a condition, the supernormal profits could be realised (which has been represented through the hypothetical area of PABC).

Source: Developed by the Researcher

In terms of the long run based impact, at the UK market conditions, it could be observed that realisation of super normal profits could provide the impetus for entry of multiplicity of new business operators. This trend could continue till only normalisation of profit could become the remaining trend (Spulber, 2019). This situation heralds in the long term equilibrium which is sought by the market to become a stable operations basis.

Source: Developed by the Researcher

Improvement of market performance for the Cineworld PLC

From the research perspectives of Delić et al (2017), it could be determined that the methods utilised by the Cineworld PLC to further improve the existing and performed market performance of the organisation, are 11 in number. These have been listed as the following:

1: Obtainment of market insights from multiplicity of stakeholders

This process constitutes the essential component of the marketing efficacy assessment for the organisation under consideration in this research process. The involvement of critical personnel, in the form of organisational executives, marketing specialists, leaders of sales management teams and various similar personnel is required to be instituted for the purpose of formulation of the most clarified and holistic measure of comprehension concerning the organisational services sales conditions (Hult and Sjölund, 2017). Furthermore, for the higher management echelons of the Cineworld, this process becomes invaluable from the perspective of increasing the organisational potential to achieve the optimised measure of success possible.

2: Filling in the gaps

This process involves attempts to outline the gaps which could be in existence in the performance and perception of the organisational hierarchy of Cineworld. Such gaps could contribute to the shortcomings in performance, infrastructure, assets and process and such factors which could further culminate in the unfulfilled organisational objectives (Tidd and Bessant, 2018). To this effect, identification of the weaknesses within the talent, technology and available strategic considerations become significant and the short term efforts are also concentrated on the improvement of such areas.

3: Commitment to the core strength

The Cineworld PLC is completely focused on the development of the required assets which could be utilised to leverage the success and growth acceleration efforts. Such efforts generally involve brand awareness, social research, data base management, persona based content management, industrial relationships management, influence management through partnerships and goodwill and advertisement utilisation to further develop the brand image required for the organisation under consideration. This entire approach has been termed by Li et al (2019) as focusing and reinforcing the core strengths of the company so as to invest the available resources in development of the available foundation, adapting the marketing campaign strategies accordingly and adjust the timelines and business objectives in the most suitable manner to properly align the expectations pertaining to the Return (ROI) on Interest processes.

4: Determination of the influential metrics

Under this process, the most significant metrics of the marketing processes are determined by the Cineworld marketing management services pertaining to the business discipline within which the organisational engagement has been determined (Dubey et al. 2019). The metrics are mostly directly related to the objectives of the business procedures so that the resultant marketing performance could be developed effectively in alignment with the actual market conditions. For the Cineworld PLC, as have been suggested by Amankwah-Amoah (2016), the most significant Key Performance Indicators could be determined as the numbers of website visitations, downloads of the content offered, registrations in the webinars, leads of qualified sales of offered services, demo requests for entertainment content, customer wins, rates of churning of services and recurrence of revenue on a quarterly and annual basis.

5: Setting of Objective Centric Values of Performance

The primary KPIs become the basis on which such an approach could be finalised. The process involves assigning of monthly, quarterly, and annual objectives in terms of performance values. Furthermore, the marketing campaign has the primary objective-based value which has to be utilised as the reference guideline for business marketing teams of Cineworld for the purpose of preservation of the organisational performance alignment (Sheng and Chien, 2016).

6: Development of a Clarified Marketing Scorecard

Development of special dashboards concerning the marketing effectiveness measurement is the priority for the Cineworld PLC marketing management services and for higher management echelons as well. According to Panayiotou, Putnam and Kassinis (2019), there are various technology solutions which could be utilised to offer the most robust and accurate reporting processes and visualisation methods through which business solutions could be developed.

7: Consumer Persona Development and Segmentation of the Audiences on the Basis of Identification of Such Defining Attributes

According to Brunsson and Olsen (2018), the process of contextual marketing on the basis of personalised experiences of the customers is essential in the current hyper-competitive market scenario. For the Cineworld PLC, the requirement is paramount in terms of capturing the hearts, mind and wallets of the consumers completely. Thus, targeting of the most promising customer segments for the purpose of realising the efficacious outcomes of the organisational communication and campaigns to the most optimised measure has to be achieved by the company (Fotovat, 2018). Thus, it is of crucial significance for the Cineworld to commence the most extensively defined segmentation of personas of the intended customers and consumers of the entertainment and cinematic content endorsed and offered by the company under consideration (Kuhn et al. 2019).

8: Removal of the Internal Barriers

As per the observations of Escandón-Barbosa and Hurtado-Ayala (2020), various obstacles to the performance-driven marketing and evolution of efficiency management systems could be identified in the manner of legacy operating systems, conservative operational cultures and leadership elements, and traditional mechanisms of sales and marketing process approach. However, in the case of Cineworld, the management of big data is essential in terms of removal of internal barriers to marketing efficiency. In this context, Yusuf, Menhat, Abubakar and Ogbuke (2020) have emphasised on the application of the Big Data Analysis Capability (BDAC) model of innovation by Cineworld, involving the requirement of utilisation of the strategic management tool through which innovation could be incorporated into the business processes.

Furthermore, the utilisation of the BDAC has been considered to be the driver of both innovation and innovativeness to properly align the business strategy of Cineworld with that of the overall market conditionalities within the UK entertainment industry. Furthermore, the strategic alignment process within the Cineworld management procedure involves observing the commitments, actions, and decisions which could be considered to be essential in terms of achievement of the strategic competitiveness required to obtain the intended market leverage (Matthiae and Richter, 2018). Cineworld invests extensively to structure the inherent big data capabilities in order to sustain the organisational performance improvement capabilities through greater clarity and accuracy management in terms of long-term business decision formulation. For Cineworld, generation of an instantaneous strategic reaction to the differential changes emerging in the current entertainment industrial scenario could also be considered to be the required which BDAC could fulfil.

9: Cost Integration

This process involves breaking down all of the marketing technology and strategic deadlocks so that the Return on Investment and the marketing efficiency could be as well maximised (Tallon et al. 2019).

10: Utilisation of Full Funnel Approach to the Marketing Strategy

For Cineworld PLC based marketing efforts, the approach involves a four-section based marketing funnel, constituted by Brand awareness enhancement, Sales lead generation through market survey, Actual sales of services increment and Maintenance of marketing loyalty of different entertainment content-based subscribers. The zenith layer of the funnel involves formulation of the brand identity, attraction of attention of consumers through subscribers of online offered content (Wrigley, Nusem and Straker, 2020). Next, the organisation attempts to utilise that content to divert the attention of probable consumers of the service offerings of Cineworld PLC through organisation endorsed blog posts, webinars, and service pro-forma offered online to transform the qualified visitors into actual sales leads in the form of future audiences interested in the content offered by Cineworld. Next, comes the personalised value enhancement processes through gathered consumer information to generate email and online advertisement marketing potential. Ultimately, at the ground level of the funnel, the Cineworld PLC marketing management group operates to conduct campaigns through which customer loyalty and interest could be maintained so that greater word-of-mouth referrals in the future could be generated involving the content and services offered by the organisation under consideration (Adegbite et al. 2018).

11: Development of Proper Balance Between the Builders and Drivers

According to Rizescu and Tileag (2016), builders could be considered to be the campaigns which are foundational and recurring in nature. These campaigns encompass functionalities such as blogging and social engagement, formulation and expansion of assets and formulation of the objective values. The objectives are mostly constituted on the basis of quarterly or per annum durations. On the other hand, Drivers could be considered to be the campaigns which could capitalize on the organisational existing assets for the purpose of generation of short term returns with short intervals of 1 to 3 months as durations.

Task 4: The Nature of National Environment Where Organisations Operate

4.1: Significance of National Entrepreneurship Strategy

Levie and Autio (2011) have emphasised on the fact that every business organisation could be affected by the strategy of entrepreneurships which could be applicable within the national business environments within which such an organisation could operate. This process primarily pertains to the allocation of resources through which various techniques could be utilised to motivate the employees for enhancement of productivity. Primarily, the national entrepreneurship environment of UK is incumbent on the Free Market Economic System. Thus, the UK governments generally do not impart any effective control over the market resources and functionalities which any business entity could bring to bear such as pricing, demand, supply and productivity.

Block et al (2015) have outlined the identification and prioritisation of issues pertaining to sustainability of the business services undertaken by Cineworld PLC. The evaluation of the impact of such issues on the stakeholders as well as on the long-term business propositions of the company is also another significant responsibility of Cineworld PLC. According to Kuratko, Hornsby and Hayton (2015), the material issues pertaining to the organisational structure of a multi-partnership based private limited company of Cineworld could be identified as the choices, activities and accomplishments of the business strategies and endeavours undertaken by the company under consideration. The sustainability paradigm and provisioning of maximised equity to all of the stakeholders are two most significant aspects regarding the business operations outcome of Cineworld. To achieve such business outcomes, Gbadamosi (2015) have stated that Cineworld operates through a multi-sequential procedure which involves the following factors:

1. Country specific knowledge obtainment through market research.
2. Identification of organisational strengths and priorities of the company.
3. Development of coherent business expansion strategies in pertinence with national market conditions.
4. Improvement of existing policy frameworks to establish presence within niche markets.

4.2: Role and Impact of Monetary and Fiscal Policies on Organisational Activities

According to Block et al (2015), the objectives of monetary policy of UK involve influencing of growth capital supply through controlling of interest rates and money circulation within the existing markets. The components of fiscal policy at UK, on the other hand, are alterations of tax rates and adjustment of governmental expenditure so that aggregate demand within the economy could be influenced.

The research of Dey (2019) has suggested that activities of central banks and other governmental financial agencies are cumulatively termed as national monetary policies. Such activities are oriented towards influencing the quantity of growth capital/money, which could be in circulation through respective national markets. On the other hand, fiscal policies are decisions of national governments regarding expenditure and policies. The objectives of both the policies are to regulate financial activities in the relevant market.

According to Chatziantoniou, Duffy and Filis (2013), the factors which influence the development of fiscal and monetary policies within the UK are as follows:

1. Market size.
2. Average levels of profit gained by investors.
3. Capital inadequacy or redundancy.
4. Business expansion scopes and customer behaviours.
5. Business sector regulation mechanisms.

The orientation of fiscal and monetary policies is towards the acceleration of growth through regulation of capital flows into as well as the competitive nature of the UK markets to ensure that moderate growth sessions and inflationary situations could be managed effectively.

Figure 3: UK monetary policy functionalities

(Source: Joyce et al. 2012)

Kay (2011) has stated that the Bank of England, as the central Bank of UK, determines the monetary policies which involve increment or decrement of money supply through quantitative easing policies and through setting of primary interest rates. According to Afonso, Alves and Balhote (2019), for Cineworld PLC, greater interest rates within the UK economy monetary policies would culminate in reduction of expenditure by consumers on entertainment content and the organisation would be required to balance the subsequent expenditure in accordance to such conditions since lower aggregate demand could outline greater propensity towards savings by consumers.

On the other hand, fiscal policy could impose greater side effects on the functionalities of Cineworld regarding influencing the company to expand and diversify revenue generation sources since greater income tax rates could provide extensive disincentive for consumers to access the services and products offered by the company. Furthermore, expansionary fiscal policies by the UK government, in response to greater budgetary deficits, could generate crowding out points where private sector expenditure could become affected through changes in government expenditure, such as greater government borrowings expanding interest rates.

4.3: Evaluation of Impact of Competition Policies and Regulatory Mechanisms on Activities of Cineworld PLC

From the perspectives of Akhmetshin et al (2017), the primary impact of competition policies and regulatory mechanisms could be comprehended involving competitive market dynamics promotion measures which become manifested within the price strategies developed by MNCs such as Cineworld. The objectives of such policies are to catalyse greater product and service efficiency through expanding the choices and options available to customers, to encourage the companies under consideration to induct greater technologically improved production methods and to diversify and improve market conditions. According to Braggion and Giannetti (2019), the competition policies and regulatory frameworks cover the variegated manners through which both the EU and UK national authorities attempt to develop the efficiency of working in markets to achieve greater economic efficiency. In this context, the involved institutions are cognisant of resolving organisational behaviours which could be deemed to be contrary to established competitive policy stipulations.

In this context, Afonso, Alves and Balhote (2019) have brought into focus the Four Pillars of Competition Policies propounded by the European Union pertaining to the stipulations of the Directorate General of Competition. The initial pillar, known as the Antitrust & Cartels policy, involves the dissolution of agreements which could attempt to restrict competition through establishment of monopolistic controls over the business processes (resources, production components, sales outlets, advertisement media and others). The second pillar involves market liberalisation which introduces undulated competition within markets which could have been previously monopolistic or oligopolistic. The third pillar consists of state aid provisioning control mechanisms to analyse the measures of assistance provided by EU member states to domestic business organisation so as to prevent any artificial distortion of competitiveness within singular markets (such as the entertainment discourses operated by the Cineworld PLC). Finally, the fourth pillar consists of controlling of merger and takeover procedures so as to ensure that no improper merger or hostile takeover by resource dominant firms could materialise. The responsibility is primarily centred on Office of Fair Trading at UK which operates under the legal purview of Competition Act 1998 and Enterprise Act 2002.

4D1: Comparison and Contrast of the Benefits and Challenges to Cineworld PLC Working in Differential Business Environments

Braggion and Giannetti (2019) have suggested that research perspectives of Cineworld PLC have been centred on decision formulation regarding the organisational Board of Directors (BOD) based functionalities. This process centres around the benefit of representation of stakeholder interests within the business operational framework so as to realise the best possible methods through which expansion of business operations and better adaptation to cyclical changes could be performed. For Cineworld, the BOD is tasked with management of challenges such as development of accurate policies through which productive content could be developed, with extensive technological innovation, which could be suitable to the requirement of consumers of different cultures. Furthermore, Driver and Thompson (2018) have determined that board obligations could surpass those of financial optimisation and could establish the necessity to prioritise financial, procedural and social concerns.

According to Fjeldstad and Snow (2018), the element of complete and efficient market analysis in the globalised and differential business environments pertaining to various national market perspectives, for Cineworld PLC, is completely incumbent upon the process of properly adjusting the strategies developed for this purpose to further adapt to the particular conditions which this cinema chain could encounter at various marketing environments. This process, as have been opined by Mäntymäki, Salmela and Turunen (2018), also encompasses the overall adjustments of product and service offerings within the globalised/diversified marketing and business environments. The entire process consists of planning, positioning, formulation and promotion of services offered by the Cineworld in the most methodical manner possible. To this effect, differential market environments have established the requirement, for the Cineworld, to utilise the benefits of working in such variegated market environments. The achieved benefits for Cineworld are as follows:

Benefits

1. Development of Capability of Greater Focus Concentration on Internal Information Management and Control through Communication Development

This factor entails the ability to conduct complicated and specialised market research so as to determine the most effective market entry strategy which could be utilised for the purpose of market diversification. For Cineworld, according to Simões, Gomes, and Yasin (2016), the opportunity exists in the fact that the success measure of the company in the global scenario has been already achieved to a considerable extent which could be translated into realisation of new probabilities of business and product/service offerings. Furthermore, Hustedt and Danken (2017) have specified that it is also another benefit for Cineworld to consistently engage with the organisational internal services to source the required market research data to the extent a strong compatibility between the various service offerings of the organisation and the market demand structure could be established. For Cineworld, both internal and outside services could be utilised to this effect without inducting the assistance from any third-party market surveyor organisation since such external services generally have a broad approach which could be unsuitable to the pointed and specific nature determination requirements pertaining to the consumers of services offered by Cineworld.

2. Greater Capability Development Concerning the Process of Market Environmental Adaptation (Another Measure of External Communication Development)

According to Mežinska, Lapiņa, and Mazais (2015), the next benefit for such a differential business environment could be understood to be the development of adequate ability to adapt to business environmental specifics. Biener, Eling, and Jia (2019) have pointed to the ability to adapt to the environmental transitions from the perspective of brand consistency which becomes especially significant in terms of an entertainment industry based content provider such as the Cineworld PLC. The benefit is greater illustrated through the emphasis on diversification of marketing approaches since Cineworld marketing management team is required to evaluate multiplicity of marketing channels and then consider the most suitable one out of the entire lot. In this context, Mikalauskiene, Streimikiene, and Mulagalejeva (2016) have emphasised on the fact that the company under consideration is required to take into account the prevalent market behaviour which dominates the targeted market segment within the operations zone at the national market environments for Cineworld.

To this effect, Khan, Khan, and Haleem (2019) have brought forth the case in point of marketing environment adaptation capability enhancement of Cineworld at the UK through Facebook based marketing campaigns since the popularity measure of this social media platform within the relatively younger segments of UK society has ensured that greater receptivity of the marketing content provided by Cineworld as well as the brand identity projection could be achieved. On the contrary, as per the observations of Mohapatra (2016), within Israel and various other countries of the European Union where Cineworld operates, Twitter has been utilised by the company with comparatively greater measure of success. Thus, the ability of the company to properly evaluate and then decide the efficacy of marketing channels has been progressing regarding obtainment of the most suitable and beneficial commercial results for Cineworld within diversified marketing environments.

3. Enhancement of Adaptation Capabilities in Terms of Tailoring the Offered Services as per the Requirements of Specific National Market Environments

According to Michie (2019), it is necessary for Cineworld to achieve a fit between the products and services offerings and that of the market conditions at a single juncture. To this effect, Cineworld, as per the observations of Singh and Zammit (2019), have managed to launch new services as well as the devised technical novelties within varying national markets at the same time. In essence, Cineworld has achieved the benefit of development of the ability to interact with diverging sets of consumers simultaneously. Another case in point has been brought forth by González-Benito, Muñoz-Gallego, and García-Zamora (2016) in the form of offering of 31 Screen X and 30 4DX services at both USA and UK in a simultaneous manner. Furthermore, this capability enhancement and realisation of available opportunities at specific national markets, regarding Cineworld, have been evident in terms of obtainment of Updated AAM Screenwriter software versions by Cineworld through purchase operations and implementation of the same throughout 7361 screens which have been acquired by the company after the takeover of the Regal Cinema. The outcome has been the increment in share valuation of Cineworld regarding provisioning of advanced additional features to the existing service offerings at most of the market segments where the company is currently operating.

4. Greater Adeptness in Utilisation of Local Resources Including Team Leads (Expansion of Business Operations)

As per the observations of Hamilton and Webster (2018), the induction of strong and competent employees within foreign markets in terms of establishment of strategic decisions, has been the primary benefit for Cineworld while having to operate in diversified market conditions. The most significant outcome in this context has been that of improvement in communication in terms of market analysis performance at the local levels through inducting of local inputs and expertise. This has been further illustrated by Long, Iñigo, and Blok (2020) as the gathering and distributing of local perspectives to the marketing team management structure by Cineworld marketing services so that greater suitability of the formulated marketing content and that of offered services could be ensured.

5. Obtainment of Knowledge at the Local Level for Greater Cyclical Change Adaptation

According to Möller and Halinen (2017), the differential business environments have also lent the benefit of accessing and then utilisation of technical novelties, such as advanced software suits, for Cineworld, so as to publish content and updates regarding offered products and services in the official websites. For Cineworld, global operations management opportunities availed at differential business environments could be utilised to develop operational systems which could be overlapping in their functionalities and in terms of provisioning internal and external support at the inter-departmental levels of the organisation. One case in point could be underscored from the example highlighted by Ntim (2018), that, to resolve the problems with payment solutions in terms of different national market perspectives, Cineworld has utilised the local customer relationship management mechanisms to foster greater contacts within the multiplicity of countries where the company currently owns screens and facilities. Guarantees have been generated to particular consumer segments (joint venture partners and others) through effective customer relationship management.

6. Diversification of Roles of Professionals Associated with Cineworld

Such benefits have been further underscored by the research of Pilav-Velić and Marjanovic (2016) in the format of incremental mobility of different professionals within the organisational hierarchy. The advantages associated with coordination and responsibility delegation at the local level, as per the observations of Prajogo (2016), are integral to the benefits of working in diversified and internationalised market environments for the Cineworld. To this effect, the exercising of authority is undertaken at the Cineworld through sequential supervisory measures and this brings into focus the effective element of overruling or supporting the decisions of overlapping organisational components. This transformation of organisational roles could, as has been outlined by Santos et al (2018), constructively contribute towards development of accurate decisions under volatile market conditions at Cineworld. Furthermore, such governance and control mechanisms are mostly internal and external elements only exert minimised control over such aspects. Improvement has also been recognised at the top of the supervision structure in terms of professional roles diversification.

Challenges

1. Arising of Complications from Procedural Transformation of Communications

According to Shaukat, Qiu, and Trojanowski (2016), improvements in communication could contribute to complications in management since the increment in diversification and specialisation of responsibilities and marketing efforts, on part of the Cineworld management structures. The most perplexing complication is the development of interdependencies within the organisational structure which could jeopardise the efforts of managing marketing and operations processes in differential business environments at the changed national levels. According to Yermack (2017), individual events could signify the complications with greater detail such as product/service life shortening on the basis of changes in consumption patterns (such as greater propensity of savings by the entertainment content consumers at the UK or USA at the advent of recession or economic austerity measures implementation). The involved communication factors become crucial in terms of convincing the consumers to avail/subscribe to the entertainment contents aired on screens owned by Cineworld.

2. Requirement of Reforming the Organisational Designs Pertaining to Operational Specifics Associated with Differentiated Business Environments

Introduction of new competitive realities at various new market environments, for Cineworld, involves the requirement of instituting reformed and realigned organisational designs through which removal of barriers within the new market environment could become possible. The reason could be comprehended as Cineworld is perpetually engaged to compete with local establishments in terms of possession of optimum market share at the destination markets. However, El Ghoul, Guedhami, and Kim (2017) have observed that this realignment of organisational design is a fundamentally challenging and problematic one since this could involve pruning certain sections of the management structures which could entail serious upheaval within the business organisation under consideration.

3. Transformation of Responsibility Factors Catalysed by the Requirement of Diversification of Organisational Capability Measures

Rosenberg Hansen and Ferlie (2016) have emphasised upon the consistent demand factors pertaining to induction of new technological proficiency as well as capabilities of management of increased and diversified workloads, for the Cineworld management structure, to be the most significant challenge which requires to be overcome since new market segments could always require introduction of new skill sets for such companies to obtain competitive leverage necessary for performance betterment. Thus, Baumgartner and Rauter (2017) have determined that dearth of any technical expertise, at any of the operations levels of Cineworld, especially where lesser projection screen based services are involved, could spell serious difficulties for the organisation. Furthermore, according to Zhu, Wang, and Bart (2016), extensive diversification of services, as has been undertaken by the Cineworld PLC, could bring forth the inability to respond effectively to market changes. The reason is that the focus of Cineworld is firmly restricted on marketing and operations, thus, the factor of innovation could become limited in terms of effort concentration within the concerned business entity.

Finally, the overcoming of such challenges/barriers for Cineworld PLC requires the following:

• Greater frequency of decision formulation.
• Greater complication management with increased accuracy of outcomes.
• Greater swiftness in terms of implementation of formulated decisions across the organisational operational spectrum.
• Acquisition of information regarding diversification necessities in changed business circumstances in the most comprehensive and persisting manner.
• Distribution of organisational resources in the most selective and case based appropriate manner.
• Reinforcement of organisational learning processes.

Conclusion

The preceding research study, pertaining to exploration of impact of business environments on the business organisations which operate within globalised environments, has been formulated on the basis of the perspectives of an intern of the Confederation of British Industry (CBI). The internship based responsibilities have been the developments of proper support measures through which business development within a specified region of extensive unemployment incidence could be facilitated. The business elements involved in such a study, thus, have been dual fold, including the organisations which could be interested in establishment of businesses at the specified region and the commercial entities which could utilise a global approach in terms of integration of regional business operations with international commercial operational implications.

Reference List

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