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Macroenvironment Challenges Of Swatch Group

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Macroenvironment Challenges Of Swatch Group
Contemporary organisations face changes everyday, including structural change and management change (Beshtawi & Jaaron 2014). Garber (2013) discussed that change in the workplace is unavoidable and it should be embraced by the managers to ensure the transition process is smooth. The change is sometimes attributed to the general environment which defined as a relatively distant environment and it consists of elements such as technological and demographic that influent an organisation indirectly (Olarewaju & Florarin, 2012). Since the environmental forces impact the organisation significantly, the structural and technical change cannot be obtained with closed system (Danish, Munir, Kausar, Jabbar & Munawar, 2014). Along with the changes of general environment, managers’ roles have been changed. According to Mintzberg (1975), managers’ roles can be distinguished into ten basic roles which mainly classified under interpersonal, informational and decision roles (CIEŚLIŃSKA, 2007). Since there will be constant changes in the general environment, the managers should be able to perform more roles and being more flexible (Penc, 2001 cited in CIEŚLIŃSKA, 2007).
Swatch Group Ltd is a worldwide organisation active in watchmaking industry. It consists of 18 well-known watch brands such as Omega and Swatch and nearly all the watch components required by the brands supplied by the Group (Lorenceau, 2014). Besides, most of the third-party watchmakers of the world demand for its watch movements and components. Its headquartered located in Biel, Switzerland and 33590 employees work for it as of December 31, 2013. The purpose of writing this essay is to analyse the two general environment factors that influent the operation of Swatch Group and to discuss to which extent the work of managers would be impacted. Economic condition and technological condition are the two factors that will be discussed and the theories that will be applied are Henri Fayol’s Management Functions which


References: Abraham, K., Greenlees, J., & Moulton, B. (1998). Working to Improve the Consumer Price Index. Journal Of Economic Perspectives, Volume 12, No.1, 27-36. Retrieved from http://www.bls.gov/pir/journal/gj08.pdf Ananthram, S., & Nankervis, A CIEŚLIŃSKA, K. (2007). THE BASIC ROLES OF MANAGER IN BUSINESS ORGANIZATION, (1731-0261). Retrieved from http://www.jard.edu.pl/pub/1_6_2007.pdf Conference-board.org, Essays, U. (2014). Marketing Strategy For Swatch Swatch Marketing Essay. Ukessays.com. Retrieved 1 September 2014, from http://www.ukessays.com/essays/marketing/marketing-strategy-for-swatch-swatch-marketing-essay.php Garber, P Lorenceau, R. (2014). Half-Year Report 2014 - Swatch Group. Swatchgroup.com. Retrieved 1 September 2014, from http://www.swatchgroup.com/en/services/archive/2014/half_year_report_2014 Lorenceau, R Koltrowitz, S., & Potter, M. (2014). Swatch sees smartwatches as opportunity, not threat. Reuters. Retrieved from http://www.reuters.com/article/2014/01/10/us-swatch-smartwatches-idUSBREA090KK20140110 Revill, J. (2014). Swatch Underlines FX Threat With Special-Edition Watch. WSJ. Retrieved 1 September 2014, from http://blogs.wsj.com/moneybeat/2014/05/14/swatch-underlines-fx-threat-with-special-edition-watch/ Shannon-Missal, L Swatchgroup.com,. (2014). www.swatchgroup.com - Swatch Group HR – Job Administration : Job Offers. Retrieved 1 September 2014, from http://www.swatchgroup.com/hr/jobs/search.php?id=3706&language=en The Swatch Group Ltd Swot Analysis
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