...Internal and External Factors Latonia Parker MGT/230 April 13, 2015 Kensinger Internal and External Factors Planning, organizing, controlling and leadings are the four main functions of management, which are affected by internal and external factors. Internal factors are business events that happen within the corporations while external factors are business events are carried outside the actual corporation. Planning involves setting goals and outlines for the direction of the company. Organization happens as the company goes about achieving these goals that were planned. Leading is important to management because leaders are needed for success. The leaders of the company must train and motivate employees to reach the company goals. Controlling plays a major roll by having a say in the direction your company goes. Other factors that affect the four main functions of management are globalization, technology, diversity, innovation, and ethics. These factors affect the four functions of management by influencing the decision making process that occurs within management. Globalization Globalization is an external factor because this event takes place outside the actual corporation. This event is described as the spreading of businesses and technology throughout the world. For example, The Coca-Cola Company began in the state of Georgia. Since its introductions to the world in 1886, Coca-Cola has expanded and coke products are now in over 200 countries...
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...the formal arrangement of employee’s job within the organization (James & Freeman-Bell, 1996). Employees that perform the same job functions are more likely to work under the department of which it becomes easier for information sharing. The structure of the organization defines how the plan, strategy, objectives and policies of the organization will be set of which without the right structure it is likely to affect operations of the organization. An organisational structure defines the reporting relationships in a company, in other words who works for whom(Awa, 2016). Small firms tend to be functionally structured (centralized), while medium-sized firms tend to be divisionally structured (decentralized). (Awa, 2016) and larger organization are more likely to user matrix structure. There are three common ways of organizing a company (James & Freeman-Bell, 1996), of which are: • Functional organization- this is the group of people per their functions e.g. Engineering, Marketing, HR. • Divisional organization- lots of organization group their division accruing to product they manufacture. • Projects organization- this is normally used for the big project house companies, where they normally deal with all project engineering activities. Organization relies on the structure to give them direction, purpose and it also allows the organization to function effectively and efficiently. The structure allows the organization to transform Itself for future and align to the new global operating...
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...http://devonennight.blogspot.com/2015/08/code-roll-item-8212015.html https://www.designmaz.net/amazing-powerpoint-templates/ Centralisation ( trung ương ) 1. Decisions are made at one point and so easier to coordinate ( manage ) quyết định đc đưa ra cùng 1 quan điểm và dễ dàng để quản lý 2. Senior managers in an organisation can take a wider view of problems and results các nhà lãnh đạo cấp cao ở trong 1 tổ chức có tầm nhìn rộng về các vấn đề và hậu quả 3. Senior magement can keep a proper balance between different departments or functions . Ex : deciding on the resoures to allocate to each các nhà lãnh đạo cấp cao có thể giữ sự cân bằng thích hợp giữa các phòng ban hoặc chức năng 4. Quality of decisions is higher due to senior managers skills and experience chất lượng của quyết định cao hơn do kỹ năng và kinh nghiệm của nhà lãnh đạo cấp cao 5. Possibly cheaper , by reducing number of managers needed and so lower cost of overheads. rẻ hơn, bằng cách giảm số lượng các nhà quản lý cần thiết và chi phí để hạ chi phí chung. 6. Crisis decisions are taken more quickly at the centre, without need to refer back các quyết định quan trọng sẽ thực hiện nhanh hơn ở trung tâm mà ko cần phải tham khảo lại 7. Policies, procedures and documentation can be standardised organisation - wide Chính sách, thủ tục và tài liệu có thể được chuẩn tổ chức - rộng ...
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...Table of Contents Table of Contents 1 Executive Summary 2 Introduction 2 Innovative Companies 3 Innovative Solutions 4 Transferring Innovations 8 Success Factors 9 Conclusion 10 Self Evaluation 10 References 12 Executive Summary In order for Chrysler to be successful in a global market, they are going to have to shed the old ways of manufacturing cars and develop newer innovative ideas to compete in today’s economy. By implementing a new business plan, a knowledge sharing system and partnering with a design firm, Chrysler can become a dominant force in the auto industry, not just domestically but globally. The initial startup costs for implementing these innovations are quite high, yet the long term payoffs such as lower manufacturing costs, higher quality products, less waste, a variety of innovative designs, better supplier relationships, increased sales, profits, market share, and greater customer retention and loyalty, all support changing to a more innovative company. Introduction The target of this project was to find and research innovative methods to apply to a current existing company. Our team chose Chrysler to apply the innovations researched to help their company domestically and globally. With Fiat recently acquiring a 35% stake in Chrysler, it is necessary for Chrysler to focus on the global market to remain competitive in this day and age. This project takes an in-depth look at TaTa Motors business model, Toyota’s knowledge sharing...
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...Business Man 1 Intro to Bus Man as science - Study Unit 1 & 2 Man science uses a scientific approach to solver many problems. Used in variety of orgs to sove different types of problems. Encompasses a logicical mathematical approach to problem solving 1.1 Man science process • Observation - Identification of a problem that exists in the system or organization. • Definition of the Problem - problem must be clearly and consistently defined showing its boundaries and interaction with the objectives of the organization. • Model Construction - Development of the functional mathematical relationships that describe the decision variables, objective function and constraints of the problem. • Model Solution - Models solved using management science techniques. • Model Implementation - Actual use of the model or its solution. 1.2 Factors of production Natural resources i.e. crude oil Capital i.e. investors Labour i.e. technical and academic Entrepeneurship i.e. takes capital and link labour and natural resouces combined with risk to provide goods and services. Knowledge i.e. to determine wants and needs quickly and to respond to them with products and services. 1.3 3 Most NB Economic systems = Capatalism, Socialism and Communism 1.3.1 Capatalism Free market system Built on principles of private ownership Is based on the right to make a profit, right to compete and the right to own property. System is market driven and the solutions to a country's economic problems...
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...Mälardalen University School of Sustainable Development Of Society And Technology EFO705-Master thesis BUDGETARY AND MANAGEMENT CONTROL PROCESS IN A MANUFACTURING: CASE OF GUINNESS NIGERIAN PLC. BY: AMALOKWU OBIAJULUM JOHN LAWRENCE NJILEFACK NGOASONG ABSTRACT Date Level Authors : : : June, 2008. Master Thesis EF0705, 10 points (15credits) Amalokwu Obiajulum John (820821) Lawrence Njilefack Ngoasong (770901) Title : Budgetary and Management control Process in a Manufacturing Organization. Roland Almqvist. What is the budgeting practice in the Nigerian Manufacturing companies? The aim of this study is to investigate the management control practice (budget being the tool for management control) in Guinness Nigeria Plc and to suggest what seems to us the most appropriate practice based on findings from literatures and empirics Supervisor: Problem Purpose : : Method : The study was described based on a qualitative approach. Furthermore, we described why we chose the company, sources of literature, techniques employed in data collection (primary data), research purpose, data analysis as well as critiques to the method use. Conclusion : The Integration of strategic Management and Budgeting enhances competitiveness which when attained is translated as high performance. Keywords : Management Control, Budgeting, strategy, High performance and Competitive advantage. ACKNOWLEDGEMENT Firstly we give thanks to God Almighty for the strength to work on...
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...This page intentionally left blank Business Performance Measurement Drawing together contributions from leading thinkers around the world, this book reviews recent developments in the theory and practice of performance measurement and management. Significantly updated and modified from the first edition, the book includes ten new chapters that provide a comprehensive review of performance measurement from the perspectives of accounting, marketing, operations, public services and supply chain management. In addition to these functional analyses the book explores performance measurement frameworks and methodologies, practicalities and challenges, and enduring questions and issues. Edited by one of the world’s leading experts on performance measurement and management, Business Performance Measurement will be of interest to graduate students, managers and researchers who wish to understand more about the latest developments in this rapidly changing field. Andy Neely is Deputy Director of the ESRC/EPSRC AIM Research initiative, Professor of Operations Strategy and Performance at Cranfield School of Management, and Visiting Professor of Operations Management at London Business School. Business Performance Measurement Unifying theories and integrating practice Second edition Edited by Andy Neely CAMBRIDGE UNIVERSITY PRESS Cambridge, New York, Melbourne, Madrid, Cape Town, Singapore, São Paulo Cambridge University Press The Edinburgh Building, Cambridge...
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