...Table of Contents Introduction 2 External Environment: laying the foundations 2 Task Environment 3 General Environment 4 Non-Profit vs. For-Profit: perspectives on competition 5 Environment Characteristics 6 Opportunity or Threat? 8 Conclusion 8 References 10 Introduction “No organization can exist in a vacuum” (“Key forces in the external environment, Chapter 3”, n.d.). To a certain extent all types of organisations; whether private or public services, governmental bodies or charitable groups, are subject to and influenced by specific environmental factors. In this day and age with many existing classes of organisations utilising different approaches to management, there is a feasible assumption that a common change in the organisational environment may likely affect two separate organisations diversely. This response will identify how the environment directly impacts organisations, in relation to leadership roles and organisational performance. For the purpose of comparison, the point of focus will revolve around two major classes of organisations namely; ‘profitable’ verses ‘not-for-profit’ groups. The primary aim of this paper is to construct a foundational view of the external environment from a manager’s perspective. Theoretical key principles discussed will attempt to identify with the following statement - “In comparison to profitable groups; not-for-profit groups possess a different...
Words: 2830 - Pages: 12
...External Environment Table of Contents Introduction 2 External Environment: laying the foundations 2 Task Environment 3 General Environment 4 Non-Profit vs. For-Profit: perspectives on competition 5 Environment Characteristics 6 Opportunity or Threat? 8 Conclusion 8 References 10 Introduction “No organization can exist in a vacuum” (“Key forces in the external environment, Chapter 3”, n.d.). To a certain extent all types of organisations; whether private or public services, governmental bodies or charitable groups, are subject to and influenced by specific environmental factors. In this day and age with many existing classes of organisations utilising different approaches to management, there is a feasible assumption that a common change in the organisational environment may likely affect two separate organisations diversely. This response will identify how the environment directly impacts organisations, in relation to leadership roles and organisational performance. For the purpose of comparison, the point of focus will revolve around two major classes of organisations namely; ‘profitable’ verses ‘not-for-profit’ groups. The primary aim of this paper is to construct a foundational view of the external environment from a manager’s perspective. Theoretical key principles discussed will attempt to identify with the following statement - “In comparison to profitable groups; not-for-profit groups possess a different degree of vulnerability...
Words: 2813 - Pages: 12
...to answer the research question of, “Is there a framework/s that can be used to help organisations increase organisational readiness and responsiveness to change”. Organisational readiness and organisational responsiveness are addressed throughout this literature review. The determinants and impediments of change in each branch of change management have been considered and addressed. Some elements fall outside the scope of the literature review and research. The literature review is structured in such a way that echoes this integration as illustrated in the following diagram (Figure XX). Figure XX: Areas within and outside the research boundaries leading to organisational responsiveness to change. Figure XX: Areas within and outside the research boundaries leading to organisational responsiveness to change. People Management Leadership Organisational Context. Culture. Organisational Learning. Knowledge Management. Change Management. Change Management Change Management is neither an art nor a science; it is an individual process relying solely on the organisation, individuals within the organisation (employees), leadership style and management of the organisation (middle and top managers), organisational culture, and a variety of external influences including environmental, technological and social. The scope for change management within an organisation to fail is huge; however the scope for effectiveness is as wide if approached holistically...
Words: 7145 - Pages: 29
...2.2 Critical underlying cause 4 3.0 Analysis of the underlying cause from the given organisation problem 5 3.1 Current Organisation Structure 5 3.2 External Environment 6 3.3 Cause and Ramification of Underlying Issue 6 3.4 Proposed New Organisation Structural and Solutions 6 4.0 Recommendations 8 1.0 Introduction Dubai Delight is a Brisbane restaurant chain specialising in Middle Eastern foods. The main headquarters is located at the CBD of Brisbane and there are four stores spread across the Brisbane area, including Ipswich. The general manager has reported that there seems to be high levels of confusion between the various sections within the department as the employees are unsure of who should be doing what and to whom they should be reporting. This report will define, analyse and evaluate the underlying factors impacting Dubai Delight’s organisational structure that include: communication, human resource planning and leadership. An alternative model of structure will be implemented to rectify these factors impacting the company. Recommendations will be outlined for Dubai Delight to utilise fundamental concepts of organising, as it will assist the organisation to become leaner, more efficient and more nimble in today’s highly competitive global environment. 2.0 Definition of Organisational Problem 3.1 Problem Identification In any organisation, people are interrelated, for as long as the individual performance affects and is affected...
Words: 2068 - Pages: 9
...of Business & Management BTEC Levels 4 & 5 HND Business Centre No Unit No & Unit Title Course Title Lecturer’s Name Assignment Title & Type Date Set Due Date Academic Year / Semester 79829 Unit 1: Business Environment HND Business (BTEC Level 4 and Level 5) Dr Knowledge Mpofu Business Environment – Individual Assignment 24th September 2014 9th January 2015 September 2014 Semester Unit Outcomes Covered: LO1. Understand the organisational purposes of businesses LO2. Understand the nature of the national environment in which businesses operate LO3. Understand the behaviour of organisations in their market environment LO4. Be able to assess the significance of the global factors that shape national business activities. GRADING OPPORTUNITIES AVAILABLE Outcomes/ Grade Descriptors Outcomes/ Grade Descriptors AC1.1 √ AC4.1 √ AC1.2 √ AC4.2 √ AC1.3 √ AC4.3 √ AC2.1 √ M1 √ AC2.2 √ M2 √ AC2.3 √ M3 √ D1 √ AC3.1 √ AC3.2 √ D2 √ AC3.3 √ D3 √ Assessor: Signature: ______________ Date: ___/___/___ Dr Knowledge Mpofu September 2014 1 Assignment Brief Scenario: The UK business environment remains positive, forward-looking and one of the most attractive places open for business in Europe. The UK government is committed to creating a supportive business environment that encourages a private-sector-led economic growth. According to the World Bank ranking, the UK is one of the easiest places to set up and run a business in Europe, and more overseas companies have their European...
Words: 2199 - Pages: 9
...organization positions and organizes itself within an environment (inputs) to achieve specific outputs. The combination of design component elements is called a "strategic orientation." 4.2.1 Organization Environments and Inputs At the organization level of analysis, the external environment is the key input. Different types and dimensions of environment influence organisational responses to external forces. 4.2.1.1 Environmental Types There are two classes of environments: the general environment and the task environment. 4.2.1.1.1 General environment It consists of all external forces and elements that can influence an organization and affect its effectiveness. The environment can be described in terms of the amount of uncertainty present in social, technological, economic, ecological, and political/regulatory forces. Each of these forces can affect the organization in both direct and indirect ways. The general environment also can affect organizations indirectly by virtue of the linkages between external agents. 4.2.1.1.2 Task environment Michael Porter defines an organization's task environment by five forces: supplier power, buyer power, threats of substitutes, threats of entry, and rivalry among competitors. Dynamic environments change rapidly and unpredictably and suggest that the organization adopt a flexible strategic orientation. Dynamic environments are high in uncertainty compared to static environments that do not change frequently or dramatically. 4.2.1...
Words: 3565 - Pages: 15
...---------------- MAN1100 – Assignment 2 Q1. Organisation (or corporate) culture is often considered an important component of successful organisations. Explain how managers can promote ‘work life balance’ within their organisation to improve the culture and therefore productivity. In recent times, there has been increasing interest among organisational stakeholders for introducing work-life balance policies to combat the reduced health and well-being among employees (Kalliath & Brough, 2008). However, Judiesch & Lyness explain (cited in Smith & Gardner, 2007, p. 4-5) that “Other research has also identified situations in which taking leave, regardless of the reason for it, was associated with fewer promotions and smaller salary increases suggesting a relationship between taking leave and perceived commitment to ones career”. This brings about the issue of promoting work-life balance policies in a positive manner so that negative connotations may be avoided. This assignment explains the difficulties associated with promoting a healthy work-life balance as well as how an effective use of policy and implementation relating to work-life balance can improve organisational culture and productivity. Management teams in organisations often find it difficult to promote the use of work-life balance policies due to the negative connotations associated. Wayne and Cordeiro (cited in Smith & Gardner, 2007, p. 5) state that “Employees may perceive that using family-friendly...
Words: 1489 - Pages: 6
...Student ID: Date of Submission: Table of Contents: Introduction: 2 Task 1 3 1.1 Assessment on the role of strategic marketing in an organization: 3 1.2 Analysis on the relationship between corporate strategy and marketing strategy: 3 1.3 Analysis on how marketing strategy is developed: 5 Task 2 6 2.1 Evaluation on approaches to internal environmental analysis 6 2.2 Evaluate approaches to external environmental analysis: 7 2.3 The integration of Internal and external environment analyses: 8 Task 3 9 3.1 Analysis on decisions and choices to be made at a corporate level: 9 3.2 Assess how these decisions influence marketing at business unit and functional level: 10 3.3 Analyze approaches to competitive positioning of organization: 11 Task 4 12 4.1 Identify a range of strategies that can contribute to competitive advantage 12 4.2 Analyze marketing communications strategies 13 4.3 Analyze marketing strategies, their application and implementation for an organization 14 References: 15 Introduction: Marketing is one of the most critical and vital functional area. According P. Kotler & A. Chernes, (2012) Marketing is a managerial process for offering products and services for consumption in exchange of price to generate profit from it. Strategic marketing is an approach added to general marketing principle in order to act in a complex situation. It ensures in providing...
Words: 3716 - Pages: 15
...resources management function in an organisation. According to Bratton and Gold (1999:11) Human resources management is described as the process that specialises in the management of people in work organisations. Human resources management emphasis that employees are critical in achieving sustainable competitive advantage, that human resources practices need to be integrated with the corporate strategy. Human resources specialist helps organisational controllers to meet both the efficiency and equity strategic objective. Human resources management seeks to achieve two sets of objectives which are to improve employee’s performance and enhance organisational efficiency. The major role of human resources management in an organisation is the hiring and firing of employees which involves attracting the best employees on the market, keeping them in their positions and ensuring that they perform according to the organisational expectation and enhance overall strategic goals of the organisation. Recruitment of employees is the major role performed by the human resources department. This ensures that the organisation selects the most skilful and competent people. This role involves evaluation of the ability and competence of potential employees in relation to the goal of the organisation. Human resources Management is an approach to management of people based on four principles. First the Human resources are the most important asserts in any organisation and their effective management...
Words: 3150 - Pages: 13
...Importance of environmental analysis Introduction No single organization can exist in a vacuum. For a successful business operation, an organisation needs to interact with various other actors and players around it. These may range from political institutions to other business and financial institutions. These institutions are called environment of an organisation. In this assignment, we would try to illustrate the importance of environmental analysis for a business organisation. The conceptualisation of environment holds the central position in this discussion. Thompson uses the term ‘operating or task environment, or inner layer’ for immediate or internal environment (Thompson, 1997). It relates to that domain where staff from one organisation interacts with people from others in their day to day business relationships (Douglas Brownlie, 1994b). Brownlie employs the term ‘remote or general environment, or outer layer’ for external or macro environment (Douglas Brownlie, 1994b). This refers to those factors which are outside of company’s direct control but have significant direct and indirect influence on company’s operations. For a company to be successful, it needs to be fully aware of its environment as it allows an organisation to respond to the needs and requirements in its environment. ‘Whilst organisational decision makers may wish to believe that they are the masters/mistresses of their organisation’s destinies, in reality that destiny is shaped by governments, customers...
Words: 4086 - Pages: 17
...Corporation is a world leading banking and financial services organisation. Its mission is to assist both private and business customers, to enhance economic prosperity which eventually improves people’s living standards and community wellbeing. HSBC operates in more than 80 locations serving 58 million customers. (HSBC Group, 2013). External environment are the factors and forces outside the organisation which affect the organisation’s performance (Robbins, Bergman, Stagg, Coulter, 2009). The business environment is comprised of a set of relationships between agents or stakeholders in the environment – relationships that are changed by individual decisions taken (Mason, 2007). As HSBC operates internationally, its external environment is complex and due to the nature of the industry, the environment is turbulent and instable. The specific environment is the external factors that directly impact on manager’s decisions and relevant to the organisation. The general environment is the broader external factors that influence an organisation, but less influential and direct than specific environment (Robbins et al., 2009). To illustrate, macro factors are economic conditions and technological changes whereas operating factors are unions and competitors. It is important for managers to realize and react to these factors because they can be opportunities or threats to the organisation. Managers should accept the fact that the world is...
Words: 1451 - Pages: 6
...managers do not play a leadership role because members perform at a high level without a manager influencing them. Brinker’s philosophy is that “winners attract winners”. He surrounded himself with people who believed in themselves and are successful. People who are terrific individuals and who want to perform better thus making success contagious. He developed a culture driven by integrity, teamwork, passion and commitment to all patrons to always have an enjoyable experience. This method substituted leadership. It also increased efficiency and effectiveness enabling managers to be free to focus their efforts on finding new ways to improve overall. Norman Brinker portrayed “Transformational Leadership”. By Brinker transforming his organisation his subordinates trusted him and where motivated and able to reach all necessary...
Words: 1853 - Pages: 8
...Principles of scientific management. Taylor believed that scientific management consists of a philosophy that results in a combination of four main principles. The first principle suggests that management need to develop the best way to complete a job. It is the task of finding the best method for achieving the objectives of a given job. The second principle states that management must carry out a scientific selection of their workers and develop them through proper management. Thirdly, management must carry out a scientific approach. That is, a true science should be developed in all fields of work activity. The fourth and final principle states that there should be an elimination on conflicts between methods and men. Workers are likely to resist new methods and this can be avoided by using it as an opportunity to offer more wages. • Features of scientific management. Taylor put forward a huge number of features of scientific management. One was the introduction of the standard task which every worker is expected to complete within a day. This task should be calculated through scientific investigation and work study is essential. Taylor also suggested that tasks need to be planned. In order for workers to carry out this task every day, it will need to be planned actively. A scientific selection and training of workers is another feature of scientific management put forward by Taylor. This selection and training will contribute towards the production activities. Taylor is renowned...
Words: 13491 - Pages: 54
...qwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwer...
Words: 4002 - Pages: 17
...Strategic Management: SWOT analysis’ advantages and disadvantages Decision-making and problem-solving techniques Strategic Management is defined as a set of managerial decisions and actions that determines the long-run performance of a corporation. It includes a variety of tools and analysis which help implement, evaluate and control the general strategy of a company. Strategy formulation begins with a situational analysis and it emphasises the monitoring and evaluating of external opportunities and threats in light of a corporation´s strengths and weaknesses (Wheelen and Hunger, 2006; Saloner et al., 2001). Objective The objective of this report is to describe, analyse and discuss advantages and disadvantages of a concept named SWOT which is an acronym for Strengths, Weaknesses, Opportunities and Threats. These concepts are frequently used as tools for analyzing the external environment of an organisation as well as the internal factors that constitutes its structure (Wheelen and Hunger, 2006). History SWOT analysis came from a research conducted at Stanford Research Institute in the 1960´s. The creation of the SWOT analysis comes from the need to find out why corporate planning failed. The research was funded by the fortune 500 companies to find out what could be done about this. Albert Humphrey together with his team began testing this tool and it suddenly became a corporate planning trend, which seemed to appear first at Du Pont in 1949 (Morrison, 2009; Friesner...
Words: 2571 - Pages: 11
