Glanbia's Internal and External Environment

Organizations must not overlook the environmental factors that are outside of the organization, as they can leave a detrimental imprint on the organization and their attempts to achieve various goals. According to the textbook, “Domain defines the organization’s niche and defines those external sectors with which the organization will interact to accomplish its goals” (Daft, 2013, p. 142). Some of the external sectors include human resources, technology, economic conditions, and financial resources (Daft, 2013). Changing the organization’s domain is a feasible strategy for coping with a threatening environment because it allows the organization to remain competitive when the market changes. Organizations are constantly shifting and doing so in a rapid manner, which makes it even more likely for organizations to become unstable if action is not taken when threating environmental factors occur. Although the process may be difficult, organizations should look into changing the domain to keep up with the speed and volatility of the market. Mergers and acquisitions are two plausible options for organizations to partake in to reduce uncertainty (Daft, 2013). An organization can either purchase an organization to further their operations or merge with another organization to form a more powerful and dynamic organization. For example, Sirius and XM Radio were rivals back in the day, but merged together to provide consumers with Sirius and XM Radio for their vehicles.

External environment consists of forces that directly or indirectly influence organization’s business activities. The actors and forces outside marketing that affect management’s ability to build and maintain successful relationship with target customers.

A business organization cannot survive in its industry if it does not keep an eye on what is happening in its internal and external business environment. The analysis of business sector or environment acquaints an organization with the issues, challenges, and external factors that have a direct or indirect impact on its business operations and profitability. On the basis of this analysis, the organization can formulate its future strategies and compete in the industry in a more effective and vigilant manner (Cadle, Paul & Turner 2010).

An organizations domain is the goods and services, and customers of the organization. Every organizational domain consists of a specific and general environment. In CVS Pharmacy’s specific environment are its suppliers and customers. In CVS Pharmacy’s general environment are governmental regulations, advancements in technology,

A firms external environment is divided into two composites: the general environment and the industry environment. Fahey (1999) states that the general environment encompasses the broader society that influences an industry and the firms within it. The industry environment is the set of factors that directly influences a firm and its competitive actions and responses (Chen et al. 2010). Identifying opportunities and threats is an important objective of studying the general environment. Opportunities help companies achieve strategic competitiveness whilst threats may hinder a company's efforts to achieve strategic competitiveness (Gilad 2011). A firm will scan, monitor, forecast and assess the seven segments of the general environment to determine their effects on the firm. Firms identify early signals, detect meaning,develop projections, and determine the timing and importance of environmental changes and trends for firms' strategies and their management.

Internal environment are SW which stands for strength and weakness, actually analysis of internal organization and external environment OT stands f opportunities and threats

‘Organisations are open systems (like organisms) and must have an appropriate relationship with the environment if they are to survive’.

The system is supposed to enhance its internal practices to reducing greenhouse gas, and they will be increasing recycling processes. More importantly, it will also create strict guidelines for JPMorgan Chase's lending decisions when it comes to The mining, forestry, oil, and gas industries it will no longer finance projects that pose a danger to the environment It has also decided to encourage clients to design plans to try and reduce the large amounts of greenhouse gasses to help the environment. The modifications come from years of the hard word by the Stakeholders as well as some other groups that included nongovernmental organizations (NGOs), investors, and activists. Stakeholders, including NGOs, investors, and activists, as well as communities, labor, and consumers all, played a significant role in improving corporate behavior. Some NGOs are willing to put themselves in danger by using strategies of conflict. Others have been working to create partnerships with companies to help them green their production, often in ways that save them money. As well, the investor community is taking a progressively active role in work with the companies in the hopes of creating a partnerships with businesses in order to help them green their production, which often save them money on the long term outlook. Some of the investor community is taking an active role as well encouraging corporations to consider the long-term financial risks of social and environmental issues rather than the next quarter's

External environment refers to external aspects of the surroundings of business enterprise, which have influence on the functioning of business. The external environment can provide both facilitating and inhibiting influences on organizational performance. Key dimension of the external environment principally consists of a micro environment and a macro environment.

Fourth, the organization is represented as being in close inter-relationship with its environment; both influencing it and being influenced by it. The organization does not simply react to its environment but can proactively attempt to change the environment in ways which will benefit the organization.

With the development of the global economy, the interaction between environment and companies became more important, therefore, throughout macro environment analysis, which includes political, economic, social, environment, legal and technology (PESTEL) that provides an indispensable part in the comprehensive list to understand opportunities and threats on the businesses (Searle and Barbuto, 2010). In this industry, political, economy and technology would mainly influence the strategies, thus

Organizational Environment: those forces outside its boundaries that can impact it. Forces can change over time and are made up of Opportunities and Threats. (7)

Organizations are open systems and must relate to their environments. They must acquire the resources and information needed to function; they must deliver products or services that are valued by customers. An organization 's strategy--how it acquires resources and delivers outputs--is shaped by particular aspects, and features of the environment. Thus, organizations can devise a number of responses for managing environmental interfaces, from internal administrative responses, such as creating special units to scan the environment, to external ,collective responses, such as forming strategic alliances with other organizations.

Threats occur upon exposure of the reliability and profitability of the organization of enterprises in the external environment at risk.

The internal business environment includes factors within the organisation that impact the approach and success of the business operations. Formerly presented as core competencies, capabilities, leadership style and culture of an organisation. To understand its sources of competitive advantage from within a firm or an organisation will implement specific tools such as SWOT analysis (Strength, Weaknesses Opportunities and Threats), Value chain analysis, Resource based view, VRIO framework and BCG Matrix for instance.