External/internal Factors PaperJoin now to read essay External/internal Factors PaperExternal/Internal Factors PaperThere are many external and internal factors that impact the planning functions of management. We must all be mindful of these factors because they could have an enormous impact on organizations productivity. The process of assessing the external and internal factors that an organization will face can be vital to the planning function of management. One must determine a set of issues and constraints and then list the assumptions that will impact the implementation of the plan. The environmental assessment develops understanding of external and internal processes that influence the organizations success rate. The purpose of the environmental assessment is to identify and analyze the key trends, forces, and phenomena having a potential impact on the formulation and implementation of strategies. In effect, the environmental assessment attempts to prepare the organization to acclimatize to environmental changes to take advantage of opportunities and to minimize the adverse effects of threats. Once the environmental assessment is complete, it is analyzed to prioritize issues, constraints and assumptions that could influence the planning function of management.
The assessment of external factors analyze outside the physical confines of the enterprise. These factors are beyond the control of the enterprise, and could have significant impact on the planning function of management. The external assessment is performed at a worldwide level and at a metropolitan area level. At the worldwide level, the assessment includes economic trends of national and local economies, social trends, government policies of national and local influence, and technological advancements of the world at large. This includes the impact of our global market, technology advancements throughout the world, and e-business that is rapidly growing. Macro elements are analyzed to uncover issues, constraints and assumptions that could influence the integrated planning function of management. At the metropolitan area level, the assessment includes industry trends, market trends, customer expectations, competitor performance, competitive alternatives, and supplier capabilities.
The internal environmental evaluation closely parallels the external evaluation of the environment. The internal evaluation requires gathering and assimilating information about the firms management, marketing, finance, operations, research and development, and information systems operations. Strengths and weaknesses come from the internal environment of the firm. Strengths can be exploited, built upon and made key to accomplishment of mission and objectives. Strengths reflect past accomplishments in production, financial, marketing and human resource management. Weaknesses are internal characteristics that have the potential to limit accomplishment of mission and objectives. Weaknesses may be so important that they need to be addressed before any further strategic planning steps are taken. A basic determination of a firms relative strengths and weaknesses is often the first step in the internal evaluation. A hidden benefit in internal evaluations is the opportunity for participants to understand how their jobs, departments, and divisions fit into the whole organization. A managers forced communications that occur across departmental lines produces an additional benefit in improving communication within the organization.
The assessment of internal factors analyze inside the physical confines of the organization. These factors are within the control of the organization. The internal assessment considers plan implementation, structure, culture, innovation, diversity, ethics, processes and technology. All of the factors can have a grave impact on the success of an organization. This is why the planning function of management is so important. Technology is rapidly changing, and for a business to succeed it must change with the time to adapt to technologies advancements. In today’s society we are so diverse and globalization is on the rise. Our communication systems must be able to adapt to the world not just our own country. The globalization of the market place reaches far beyond our borders
’A better understanding of how you feel about a change of situation is critical. We have to stay on top of our successes; we’ve got to focus on improving.
’The assessment of “internal factors” shows both the management’s needs and the people’s. This is what gives value. To make decisions about the organization, we need to keep in mind our individual strengths. You cannot have everyone playing the same role. All different people have different roles, and that’s all part of the “plan”. With the internal management (DCP) there are different roles and you have to manage them. The plan, when made, should be the most important one on the field. The DCP should not be seen as the ‘do all you can’ approach; it’s the focus of the organization.
’The assessment of the internal factors shows what you need to do. The manager’s role is critical, not just in the plan, but in the actual work. Because we can’t have everyone play the same job in any one position, we need an organizational strategy, which is based on the needs of those outside of the DCP. The internal management should be an ‘ideal’ role because it is not one that only determines a good or bad outcome at each step of the process. The manager should be seen as one of those who’s supposed to guide the direction, but who instead is used as though to act alone. To build the organization on a sustainable basis, management is going to have to learn something from each person that makes them change their minds or behave differently. It needs to learn to be flexible and make adjustments within the plan.
’The assessment of the environment is critical. There will be changes in both the temperature, humidity, and how people live inside. If you have the environment right, you can find other people or buildings that will be more effective in adapting to changing times. The DCP can’t only have one manager, but more and more people have become comfortable in their position where they don’t have to deal with changing conditions. That’s what makes the business strong.
’I am often surprised to see people looking at the way the DCP works sometimes. The same applies to the DCP. People want to see how others can help. If nobody else has the experience, you can get involved and get the best out of others. But if there are people that have experience and you have the skills to offer, you give them a chance to do something constructive. As an employee, even if you never get the job that you want, you can help. Some people are good at that, but sometimes they find the job a little confusing. If we are to have a stable and consistent workforce, then our DCP will work more effectively.
’By focusing on the things we need, our DCP can provide the greatest value to our clients. This is why all the DCP’s are built with the common purpose of providing leadership and vision. Their purpose is to provide vision, as well as practical skills. The manager’s role is critical for how we are