1 ASSIGNMENT 1 FRONT SHEET Qualification BTEC Level 4 HND Diploma in Business Unit number and title Unit 1 Business and Business Environment Submission date 05032023 Date Received 1st submission Re. Bạn đang làm chuyên viên phân tích kinh doanh tại SABECO, một công ty Việt Nam. Người giám sát trực tiếp của bạn yêu cầu bạn nghiên cứu sâu về các công ty đang hoạt động kinh doanh tại Việt Nam, về loại hình, quy mô và phạm vi, chức năng và cơ cấu tổ chức cho kế hoạch đầu tư của công ty trong giai đoạn 20202025.
ASSIGNMENT FRONT SHEET Qualification BTEC Level HND Diploma in Business Unit number and title Unit 1: Business and Business Environment Submission date 05/03/2023 Date Received 1st submission Re-submission Date Date Received 2nd submission Student Name Dong Thi Linh Student ID BH01210 Class BA0603 Assessor name Bui Le Thuy Trang Student declaration I certify that the assignment submission is entirely my own work and I fully understand the consequences of plagiarism I understand that making a false declaration is a form of malpractice Student’s signature Linh Grading grid P1 P2 P3 M1 M2 D1 Summative Feedback: Grade: Resubmission Feedback: Assessor Signature: Date: Internal Verifier’s Comments: Signature & Date: Contents I Introduction II The different areas of business organization in Vietnam Private Sector 1.1 The definition of the private sector 1.2 The main characteristics of the private sector 1.3 The purpose of the private sector 1.4 Example Public Sector 2.1 The definition of the public sector 2.2 The main characteristics of the public sector 2.3 The purpose of the public sector 2.4 Example Voluntary Sector 3.1 The definition of the voluntary sector 3.2 The main characteristics of the voluntary sector 3.3 The purpose of the voluntary sector 10 3.4 Example 10 III The different types of business organizations in Vietnam 11 The size of a range of different types of organizations in Vietnam 11 The scope of a range of different types of organizations in Vietnam 13 2.1 Stakeholders and Corporate Responsibility 13 2.2 Mission, Vision and Objectives 14 IV The size and scope of SABECO 14 Introduce about SABECO 14 The size of SABECO 15 The scope of SABECO 21 3.1 Stakeholder and Corporate Responsibility of SABECO 21 3.2 The Mission and Vision of SABECO in 2021 29 V The result of the match between the size, scope and objectives of the companies 30 VI Organizational Structure of SABECO 33 The organizational structure chart of SABECO 33 The main function and the way the department's operation 35 2.1 The main function 35 2.2 The way the department's operation 40 How does organizational structure affect how departments work together? 43 VII Conclusion 52 VIII Reference 53 I Introduction I am working as a business analyst at Sabeco, a Vietnamese company Saigon Beer - Alcohol - Beverage Joint Stock Corporation, also known as SABECO (Saigon Beer-Alcohol-Beverage Joint Stock Corporation), is a Vietnamese joint stock company Despite the fact that it is a joint stock company, the State retains nearly 90% of the charter capital of Sabeco, and the Ministry of Industry and Trade serves as the State's representative in Sabeco I made this report for the purpose of in-depth research on companies doing business in Vietnam, on the type, size and scope, functions, and organizational structure for the company's investment plan in the period 2020-2025 Above is my research paper on companies doing business in Vietnam, about the type, size and scope, functions and organizational structure for the company's investment plan in the period 2020-2025 As a Sabeco business analyst, I will summarize my analysis Part one is an overview of my analysis Part two is to explain the main characteristics of the types and purposes of business organizations with different legal structures in Vietnam, including: private sector, public sector, voluntary sector Part three explains the size and scope of a range of different types of organizations in Vietnam, including: large enterprises, medium enterprises, small enterprises and micro enterprises Next to part is an explanation of the size and scope of SABECO Corporation, including clearly stating that SABECO is a large enterprise and giving Sabeco's structure chart along with a clear analysis Next to part is the result of the match between the size, scope and objectives of the companies Part is the Organizational Structure of SABECO, including giving a structure diagram of SABECO, analyzing the functions of each department and how it works In Part I gave two examples other than Sabeco, McDonald's and Nike.Inc, to analyze how organizational structure affects how departments operate Finally part and part are conclusion and reference II The different areas of business organization in Vietnam Private Sector 1.1 The definition of the private sector The private sector is part of the economy that is run for profit by individuals and businesses that are not controlled by the government As a result, the private sector encompasses all for-profit enterprises that are not owned or operated by the government The sector includes government-run businesses and corporations the public sector (also known as the public sector or the Government sector) Meanwhile, the voluntary sector includes charities and other non-profit organizations 1.2 The main characteristics of the private sector • The private sector is a component of the overall economy Individuals or businesses own, control, and manage the private sector • The private sector is profit-driven and employs more people than the public sector A private sector organization is formed by the formation of a new business or the privatization of a public sector organization • Transactions in the private sector can be conducted either privately or publicly Businesses in the private sector lower their prices of goods and services in order to compete with one another and entice consumers to buy their own goods and services rather than those of their competitors • In most liberal economies, the private sector makes up a large portion of the economy In contrast, for countries with strong state control, the public sector is larger in size than the private sector 1.3 The purpose of the private sector The purpose of the private sector is profit A part of the profit will be distributed to members or shareholders (dividend) 1.4 Example Vingroup Group holds the top position for the third year in a row in the ranking of the largest private enterprises in Vietnam, announced by the Vietnam Report on November 26 (An Binh, 2019) Vingroup is the only private enterprise in the top 10 largest enterprises in Vietnam in 2019, maintaining the 6th position where there are many state-owned corporations and FDI enterprises The position of the business thanks to the business results in the fields of technology, industry, and trade and service over the past time (An Binh, 2019) Vingroup has been "promoted" by the World Economic Forum (WEF) to the prestigious position of Founding Member of the Global Association of Development Companies (GGC), which is reserved for 1,000 exceptional companies In addition to contributing to the growth of the domestic economy globally, it also has the potential to prosper on a global scale Public Sector 2.1 The definition of the public sector The public sector is the portion of the economy that is under the control of the government and its agencies, where the state creates and manages various organizations on behalf of its people and for their overall welfare Private sectors include the following four types: • Sole trader/Proprietorship: A sole trader is a self-employed individual who owns a business and may, in some cases, employ others on a full-time or part-time basis • Partnership: A partnership is a type of business organization in which at least two people contribute capital and in name in order to conduct business under a common name and share unlimited liability for debts and obligations assets arising from such business activities • Limited liability company: A limited liability company is a business in which the limited number of members are only liable for the company's obligations to the extent of the capital contributed to the company • Joint stock company: A joint-stock company is a business in which the charter capital is divided into equal, smallest parts known as shares; members of the company (shareholders) may own one or more shares and are only liable to the extent of the value of the shares they own 2.2 The main characteristics of the public sector Business sector of government: Government-owned businesses are known as the public sector They are in the manufacturing, marketing, public utilities, and service industries The government allocates funds to public enterprises They are funded by the government Government ownership, management, and control: The government owns the public sector The government finances between 51% and 100% of its share capital The government provides them with foreign aid The government appoints the top management of the public sector The board of directors and the chief executive officer make up this group Service motive: In general, the public sector exists to provide a service They offer essential goods and services to the general public at a reasonable cost They are motivated by social welfare concerns They make money and pay taxes to the government Autonomy: In terms of operations, the public sector has autonomy or semi-autonomy They operate as businesses and corporations The government does not interfere with their daily operations As a result, autonomy is a distinguishing feature of public enterprises Public accountability: Public sector is held accountable to the public They must account to the legislature for their performance The auditor general reports on the performance of public enterprises to parliament They are also accountable to the public via the government Separate legal status: Public sector has its own legal status They are created by a special act of Parliament, the Company Act, or other legislation Contracts can be entered into by public enterprises in their own names They have the right to sue and be sued in a court of law Continued existence: Another feature of the public sector is continuity, which refers to its continued existence and stability They are created by law and can only be abolished by law Changes in shareholders, management, and employees have no bearing on the viability of public enterprises 2.3 The purpose of the public sector • For the benefit of citizens: the general public's interests • Social objectives include democracy, cooperation, job creation, and mutual trust • Politicians set goals that are generally couched in social and financial terms rather than profit maximization 2.4 Example VINAPACO- Paper Corporation: On February 1, 2005, the Prime Minister issued Decision No 29/2005/QDTTg establishing Vietnam Paper Corporation (TCT GVN) as a State-owned enterprise (SOE) The special class operates under the model of Parent company - Subsidiary company, under the direct management of the Ministry of Industry and Trade In order to operate in accordance with Enterprise Law No 60/2005/QH11, on June 25, 2010, the Prime Minister signed Decision No 983/QD -TTg to change the parent company of Vietnam Paper Corporation into a liability company one-member limited liability company owned by the State Over many years of construction and development, Vietnam Paper Corporation (VINAPACO) has constantly grown and grown, with a scale of 14 departments, functional departments; 20 dependent accounting units, bookkeeping units, subsidiary, and associated companies (Vietnam Report) Voluntary Sector 3.1 The definition of the voluntary sector The voluntary sector is distinct from the private sector and is independent of the local and national governments The largest single category within the voluntary sector is charities Community benefit societies and co-operatives, not-for-profit community businesses or community interest companies (CICs), credit unions, and small informal community groups are among the others The voluntary sector includes two types: • Social Enterprise • Non-governmental organization 3.2 The main characteristics of the voluntary sector • A business is required: Business activities are essential for social enterprises The same is true of Social Enterprises' business activities strength when compared to non-governmental organizations, non-profit organizations, and charity revenues, which merely receive funding and implement social programs As a result, business solutions are an essential component of the social enterprise model Furthermore, social enterprises must compete on an equal and fair basis with traditional businesses in the same field Aside from the funds from can call on goodwill to donors to contribute or buy products caused by the empty organization For example, the Oxfam organization frequently has charity shops where customers can purchase used goods Volunteers both purchase goods and raise funds This could be regarded as a branch of spirit Social entrepreneurs are part of the Oxfam system Oxfam, on the other hand, is still an NGO Social Enterprises, because the organization's activities are still based on the spirit of charity (including the aforementioned activities) and primarily on charitable support • Prioritize social objectives: Social enterprises must adopt social goals as their ultimate operational mission from the start, and this must be stated openly, clearly, and transparently In other words, each social enterprise is founded to achieve specific social goals Figure The difference between traditional enterprise and the voluntary sector Traditional business Need detection Product Profit Detect social problems Business plan Social problem solving T Voluntary sector T (Source: Author's compilation) b u Figure depicts the distinction between traditional business and the voluntary sector in that traditional businesses use customer satisfaction or look to social solutions as a tool to increase profits In contrast, the voluntary sector achieves its social goals through the use of a business form such as a tool • Redistribution of profits: Beneficiaries is a social enterprise model that requires profits to be redistributed back to the organization's activities or to the community In fact, the two characteristics of business activities and social goals mentioned above are fundamental features of the most recent version of the voluntary sector The requirement to redistribute profits is merely a criterion for distinguishing between 'for-profit' and 'for-society' organizations The fundamental principle of the voluntary sector is that profits are not distributed to individuals The voluntary sector is not a way to get rich If you want to become wealthy, you must examine the traditional business model • Public property: Another feature that is not very common but is mentioned by some definitions of the voluntary sector is the possessive structure and management of the voluntary sector with community or stakeholder participation, and beneficiaries This provides the voluntary sector with a high level of autonomy • Meeting the requirements of the Bottom Group (BoP): While the state sector cannot bear the bottom group's social welfare burden, the private business sector can Employees ignore this group in favor of groups with a higher ability to pay as their target customers As a result, the voluntary sector plays a critical role in filling the void left by both the 'failure of the state' and the 'failure of the market' Only the voluntary sector can provide low-cost goods and services to the poor 3.3 The purpose of the voluntary sector • It is not for profit • For the benefit of society: the general public's interests • Social objectives include the environment, fair trade, community support, poverty eradication, and so on • Tax breaks for social enterprises 3.4 Example Established in 1999, KOTO was originally known as a non-profit organization, a humanitarian vocational training school that owns a chain of restaurants in Hanoi and Ho Chi Minh City Mr Jimmy Pham - a young leader honored by the World Economic Forum in 2011, founded KOTO with the motto "The best way to help them is to teach them to fish, not to give them the fish" Therefore, KOTO actively searches for children with difficult circumstances, wandering and orphaned, carefully reviewing their conditions, identities, and abilities to ensure they can attend Not only vocational training including cooking, service skills, restaurant, and hotel management, 10 ✓ Advising and assisting the Board of Directors and the Board of General Directors in developing strategies, plans, and organizing the implementation of organizational structure, staffing, training, recruitment, and policies SABECO Corporation's labor and salary policy • Corporate Office ✓ An dept that works directly with the corporation's leaders and is charged with coordinating and synthesizing the operations of the functional departments and units that make up SABECO in accordance with their work plans and programs ✓ Advising corporate executives on administrative reform; performing administrative work in the areas of foreign affairs, sponsorship, administration, social security, reception, and protection of the company ✓ Managing facilities and working facilities; ensuring network system security; researching and deploying application of Sabeco's auxiliary operation technology ✓ Organize the inspection and supervision of the implementation of accounting, statistics, and asset management regulations and policies throughout the SABECO Corporation system ✓ Manage and store valuable legal documents • Planning Dept ✓ Advise the Board of Directors and the Board of General Directors on financial management; check and monitor the finances of the units in the system ✓ Budget management, financial management of SABECO corporation ✓ Provide financial investment strategy advice in order to capitalize on investment opportunities, improve capital efficiency, and ensure financial safety in investment ✓ Develop, summarize and report on the implementation of the approved production and business plan of SABECO Corporation with SBUs 2.2 The way the department's operation The relationship between the members of the Board of Directors is a cooperative relationship, the members of the Board of Directors are responsible for informing each other about related issues in the process of handling their assigned work ( according to Draft of Operation Regulation of the BOD of SABECO) The Board of Directors supervises and directs the General Director to implement resolutions, decisions and/or other instructions as prescribed in the Internal Regulations on Corporate Governance and the Charter of SABECO.( according to Draft of Operation Regulation of the BOD of SABECO) 40 The relationship between the Board of Directors and the Audit Committee is one of coordination The working relationship between the Board of Directors and the Audit Committee follows the principle of independence, while closely coordinating and supporting each other in the process of performing tasks ( according to Draft of Operation Regulation of the BOD of SABECO) Marketing is an essential part of SABECO This department undertakes customer research, segmentation, and market positioning Thereby the company achieves pricing strategies and distribution networks Other departments will plan to implement activities based on those forecasts The relationship between departments in the company continues and supports each other The most typical is the link between Marketing and business The marketing department will create programs to bring in potential customers to Sales Or they link up with the sales team to collect market, product, competitor data, etc ( Quan tri van phong, 2022) The Human Resources Department is responsible for managing people at the enterprise Which includes: recruitment, training, remuneration, reward - discipline, regime, Surely leaders are aware of the importance of the company's staff The management of human resources has a lot of influence on the creation of corporate culture Good human resource management will contribute to boosting the productivity of employees Since then, the working efficiency has also increased day by day Especially, the relationship between departments in the company is becoming closer and closer Today, the job of the human resources department is not only recruitment and training anymore Instead, the department will coordinate with other departments towards business goals ( Quan tri van phong, 2022) The finance department and the accounting department manage activities related to cash inflows and outflows Other departments want to purchase raw materials, pay salaries, are associated with finance and accounting Above all, this is a feasibility decision, the result of other divisional strategies Example: SABECO wants to launch a completely new line of beer The new range is a perfect combination of aromas and flavors of caramel, cocoa and roasted malt, with the ecstatic taste of chocolate Departments in the company will work together to create results 41 42 From the example I specifically analyzed above, SABECO introduced a new product to the market Realizing that the departments in the business need to have a clear process, coordinate with each other to achieve the desired goal How does organizational structure affect how departments work together? I will first analyze how Sabeco's organizational structure affects the way its divisions work together According to Sabeco's organizational structure chart above, it can be seen that Sabeco has a functional organizational structure The functional structure divides the organization into departments based on their 43 functions Each department is headed by a functional manager and employees are grouped according to their roles Functional managers are often experienced in the roles they oversee, ensuring that employees are using their skills effectively A functional structure that maximizes divisional expertise helps companies achieve their business goals ( Nguyen Van Duong, 2022) According to the functional organizational structure, employees are classified according to their function in the organization chart According to Sabeco's organizational structure chart above, all will be divided into departments from low to high in accordance with the function of each position, this structure helps Sabeco operate according to high to low rtuwf flow The departments will work together to create the highest benefits for the business Each department has a leader who is in charge of that department, allowing the organization to maintain consistency and quality in its operations These department heads are highly professional, experienced in their fields, and have high work efficiency; as a result, productivity in a functional structure is exceptional Functional departments are also known as "vaults" at times This means that each department is vertical and isolated from the others, and communications are routed directly to top management through department heads The function manager retains complete authority in this case Project managers frequently play minor or non-existent roles in functional organizations To use the resources, the project manager will need the functional manager's approval, and they can act as coordinator or moderator • Advantages of a functional organizational structure: ✓ Increased productivity: People in a functional structure setting have specialized skills that allow them to work more quickly and efficiently than those who may be unfamiliar with specific subjects, which leads to greater productivity Employees within this system of hierarchy who demonstrate high levels of productivity often receive promotions to other positions ✓ Skill development: Within each team, experienced managers have the chance to teach their team members the same skills they possess, resulting in an enhanced skill set for all involved Both soft and hard skills may develop over time as people work together to find unique solutions and overcome work-related challenges ✓ Clarity: Any time someone within the company needs high-level information related to marketing, human resources, customer service or operations, they know where to go Plus, the hierarchical nature of the functional structure clarifies the specific roles and responsibilities of every person within a department ✓ Minimized cost of operation: By organizing employees according to business functions, departments can reduce the chance for multiple departments to complete similar work Giving tasks to individuals with the right skills also saves money because work gets performed more efficiently ( Indeed Editorial Team, 2022) 44 • Disadvantages of a functional organizational structure: ✓ Decision-making is hampered because formal organizational structures typically require employees to obtain approval from management and other authority figures before making decisions When management is unavailable for feedback during time-sensitive projects, the team's overall progress may suffer ✓ Departmental competition: As employees within each department collaborate, they begin to operate as a team with a focus on achieving specific goals While this goal-oriented mindset is typically positive, it may lead to departmental competition ✓ Employees within departments may work with limited knowledge of how their roles relate to the company's objectives if they not receive additional guidance and information from managers They may also be unaware of how their work relates to that of other departments To better analyze how organizational structure affects the way departments work together, I will analyze more specifically the organizational structure of McDonald's McDonald's is a home system corporation Fast-food restaurant with approximately 38,695 restaurants in 119 countries serving its own branded products to 43 million customers per day This is the largest chain of fast food restaurants in the world The following is the organizational structure of McDonald's Figure 12 The organizational structure of McDonald 45 (Source: Organimi) 46 Figure 12 shows the organizational structure of McDonald's McDonald's is led by a large team of executives divided into three groups: corporate, regional, and functional We'll go over the reasons for this in greater depth later Chris Kempczinski, the current President and CEO and de facto leader of the company, previously served as CEO of McDonald's USA before becoming CEO of the parent company, McDonald's Corporation Chris is supported in his role by a larger team of executives who oversee functions such as Marketing, Supply Chain, and Strategic Initiatives, as well as regional operations such as the United States and International Developed Licensed (IDL) Markets The organizational structure of McDonald's Corporation has evolved over time to allow for the effective management and efficient handling of the company's vast global operations The divisional organizational structure of the fast food giant defines the organizational design and system by which organizational components communicate and coordinate with one another to achieve key business objectives It is divided into three major sections: • A global hierarchy (Corporate) • Regionally focused groups • Functional groups McDonald’s has a divisional organizational structure where each division – based on geographical location – is assigned operational responsibilities and strategic objectives The main geographical divisions are the US, internationally operated markets, and international developmental licensed markets And on the other hand, the hierarchical leadership structure is organized around regional and functional divisions McDonald’s has a predominant divisional organizational structure where each division is assigned operational responsibilities and strategic objectives The current organizational structure of McDonald’s was implemented by CEO Steve Easterbrook in 2015 Primarily, this structure consists of three divisions based on geographical location: the United States, international operated markets (IOM), an international developmental licensed locations, which comprise licensed franchises in over 80 markets.McDonald’s also employs a hierarchical leadership structure where a raft of senior and executive vice presidents report to the CEO In addition to leading regional divisions, these individuals also head various corporate and functional groups such as Global Impact, Strategic Alignment, and Diversity, Equity & Inclusion.( Genaro Cuofano, 2023) • Advantages of a divisional organizational structure: ✓ Creates more accountability and transparency: Individuals can be held accountable for their actions because divisions have their own management groups to lead them You can track which actions resulted in which outcomes and assign blame accordingly Each division acts in its own best interests, which means there is 47 more transparency in determining who deserves credit for positive outcomes For example, if a new social media campaign for a software company's commercial product line results in a significant increase in traffic to their main website, the commercial division managers may want to elevate the work of their own marketing team because it represents the entire division ✓ Gains local competitive advantage: A divisional structure can help give you a competitive advantage in local markets By giving managers the autonomy to make business decisions within their scope, they can quickly change direction in response to localized changes.This means your company can give customers in a specific region what they want by developing products and marketing strategies to best appeal to them For example, if two competing CRM services are both available internationally, the company that organizes divisions by country is likely to perform better because it can probably translate its user interface into more languages at a faster pace.( Indeed Editorial Team, 2023) ✓ Increases offerings efficiently: Companies that want to increase their market share through more product options or greater geographic availability may find that a divisional structure that allows for expansion is more efficient If you want to maximize the quality of your new offerings, manage each one relatively independently from the rest of the company so that the team members assigned to its development can focus on creating a quality product For example, if a beverage company introduces new products to appeal to niche markets, it can set up divisions for each one • Disadvantages of a divisional organizational structure: ✓ It is more expensive to run While a divisional structure may eventually increase your overall revenue, it also increases your operating costs In contrast to a functional organizational structure, you will almost certainly require a centralized corporate division to oversee the rest of the company, which can result in higher overhead costs Implementing a commission system to incentivize employees to increase profits or hiring more senior roles internally to reduce recruitment and onboarding costs are two ways to try to mitigate higher costs ✓ Fosters silo mentality Divisions often develop their own strategic focus and agenda, which may cause a resistance to change or a reluctance to collaborate, or a silo mentality.The silo mentality may make employees feel more isolated, both physically and psychologically, and instill a sense of exclusivity within them When divisions act on their own terms, they usually form a stronger bond with each other but at the cost of distancing their work from other divisions.One way to avoid this is to create projects where different 48 divisions need to work together, such as a sales promotion for a software company that includes multiple products in one package ( Indeed Editorial Team, 2023) Maintaining the proper balance of power between headquarters and divisions is often quite difficult Headquarters will want to maintain full control to direct the overall business strategy, but if overused, the company will lose the flexibility the departmental structure provides Departments must have authority freedom to operate to achieve specific goals, such as creating a new car model, but still accepting to adhere to the strategy provided by the organization's headquarters, such as the general market the company wants to target for new car line Each division is, in essence, a company, resulting in functional duplication throughout the organization, such as duplication of finance, research and development, sales and marketing, and and overlap within management levels Ultimately, departments may compete with each other instead of collaborating to achieve the strategic goals of the organization.( Vietnambiz, 2020) To better analyze how organizational structure affects the way departments work together, I will analyze more specifically the organizational structure of Nike.Inc Nike, Inc is an American multinational corporation engaged in the design, development, manufacturing, marketing, and worldwide sale of footwear, apparel, equipment, accessories, and services The following is the organizational structure of Nike.Inc Figure 13 The Organizational Chart of Nike.Inc 49 50 Figure 13 shows the organizational structure of Nike.Inc Nike has a matrix organizational structure incorporating geographic divisions Nike’s matrix structure is also present at the regional and sub-regional levels Managerial responsibility is segmented according to business unit (apparel, footwear, and equipment) and function (human resources, finance, marketing, sales, and operations) ( Genaro Cuofano, 2023) Nike’s organizational structure can be broken down into two distinct parts aside from the global corporate leadership which has overall global oversight for the company’s many brands and divisions First and foremost, the global business is segregated into semi-autonomous geographic regions: • North America • Western Europe • Eastern/Central Europe • Greater China • Japan • Emerging Markets Each regional division optimizes its operations in the regional sports shoes, apparel, and equipment markets to accommodate cultural and regional differences Prior to 2022, Nike’s regional markets were less segmented and were comprised of four geographic areas: North America, Greater China, Asia Pacific and Latin America (APLA), and Europe, Middle East, and Africa (EMEA) Nike’s decision to segment its geographic divisions further into seven regions has been driven by factors including the Beijing Olympics driving up sales past 50 percent Second, Nike employs a matrix organizational structure that combines horizontal and vertical structures As we've previously discussed on our blog, a matrix structure has multiple lines of authority because employees report to multiple supervisors and managers depending on their role and the projects they're working on Both functional and project manager roles can be outlined in the matrix organizational structure Outlined in a grid fashion, the functional managers and project managers are role-specific and are included within the matrix Functional managers oversee entire departments of an organization For example, a company could have human resources, marketing, operational and finance departments Each employee within the human resources department, for example, might report to the human resources department manager.The project managers work across the matrix, or horizontally, bringing together team members from different departments to work on and offer input on a single project For instance, the marketing and finance department may be consulted for working on the budget and any strategies for a new ad campaign A project manager could also draw team members from all the organization’s departments for a single project Additionally, the matrix structure allows the managerial 51 roles to be changed depending on the company’s needs and its current projects In some cases, for example, a project manager might play more of a coordinating role In other cases, the project manager may have as much superiority as (or sometimes more than) a traditional functional manager Functional and project managers may be required to communicate with each other to clarify what each manager expects from their employees Additionally, weekly or daily communication with employees can be necessary to clarify any questions or misunderstandings, as well as give actionable feedback to employees as they their work.Team members may need to perform their functional roles within the company and perform separate tasks for the project manager When team roles are outlined using a matrix structure, employees may often be required to communicate consistently with both managers, detailing their overall progress and clarifying any misconceptions of what work they are responsible for ( Indeed Editorial Team, 2023) Thus, through the two examples I analyzed above Sabeco with a functional organizational structure and McDolnald with a divisional organizational structure and Nike.Inc with a matrix organizational structure It can be seen that the two structures have many differences, but in general, each organizational structure affects how the departments operate Depending on the size of the business, the industry, etc., the company will choose the organizational structure that is most suitable for its business because that is the premise to create the way the departments How will the board work? VII Conclusion Above is my research paper on companies doing business in Vietnam, about the type, size and scope, functions and organizational structure for the company's investment plan in the period 2020-2025 As a Sabeco business analyst, I will summarize my analysis Part one is an overview of my analysis Part two is to explain the main characteristics of the types and purposes of business organizations with different legal structures in Vietnam, including: private sector, public sector, voluntary sector Part three explains the size and scope of a range of different types of organizations in Vietnam, including: large enterprises, medium enterprises, small enterprises and micro enterprises Next to part is an explanation of the size and scope of SABECO Corporation, including clearly stating that SABECO is a large enterprise and giving Sabeco's structure chart along with a clear analysis Next to part is the result of the match between the size, scope and objectives of the companies Part is the Organizational Structure of SABECO, including giving a structure diagram of SABECO, analyzing the functions of each department and how it works In Part I gave two examples other than Sabeco, McDonald's 52 and Nike.Inc, to analyze how organizational structure affects how departments operate Finally part and part are conclusion and reference VIII Reference Binh, A (2019) Vingroup doanh nghiệp tư nhân lớn Việt Nam, vnexpress.net, [online] Available at: https://vnexpress.net/vingroup-la-doanh-nghiep-tu-nhan-lon-nhat-viet-nam-4019253.html (Accessed February 15, 2023) Binh, A (2019) Vingroup doanh nghiệp tư nhân lớn Việt Nam, vnexpress.net, [online] Available at: https://vnexpress.net/vingroup-la-doanh-nghiep-tu-nhan-lon-nhat-viet-nam-4019253.html (Accessed February 15, 2023) Vietnam Report (n.d.) 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