The Internal And External Factors Of An Organization

Organizational culture is defined as that particular system of shared values, beliefs, and assumptions that happens to govern the way that people behave in a different organization. The shared organizational values happen to have a very strong influence on the employees of a different organization and dictate how they act, perform, dress, and carry out their jobs (Anderson & Ackerman-Anderson, 2001). As such, organizational culture happens to be one of the most important elements of an organization and a diagnosis of its change is usually very important in determining the way that organizational operations are run. The proves of diagnosing an organizational culture is important as it helps organizational managers to understand the nature of their employees, their commitment, and the environment from which they operate in (Senior & Fleming, 2006). As such, this paper will assess the methods that are used to assess the current cultures through both direct and informal questioning approaches, the four common culture changing initiatives that facilitate culture change, and the role of culture changes in the world-class service culture.

The organization culture as a leadership concept has been identified as one of the many components that leaders can use to grow a dynamic organization. Leadership in organizations starts the culture formation process by imposing their assumptions and expectations on their followers. Once culture is established and accepted, they become a strong leadership tool to communicate the leader 's beliefs and values to organizational members, and especially new comers. When leaders promote ethical culture, they become successful in maintaining organizational growth, the good services demanded by the society, the ability to address problems before they become disasters and consequently are competitive against rivals. The leader 's success will depend to a large extent, on his knowledge and understanding of the organizational culture. The leader who understands his organizational culture and takes it seriously is capable of predicting the outcome of his decisions in preventing any anticipated consequences. What then is organizational culture? The concept of organizational culture has been defined from many perspectives in the literature. There is no one single definition for organizational culture. The topic of organizational culture has been studied from many perspectives and disciplines, such as anthropology, sociology, organizational behavior, and organizational leadership to name a few. Deal defines organizational culture as values,

Before this chapter I thought organization’s culture was only internal and outside factors only affect the brand and sales of the company. But I have now learned a lot more about the

Analysis of the organizational culture, an evaluation of the strengths or weaknesses of the culture:

Internally, organizational culture, a set of important assumptions that members of an organization share in common, should be established to provide meaning, direction, and a basis for action (Pearce & Robinson, 2004). The organization would benefit if leaders promote and identify key themes and dominant values within the organization to reinforce competitive advantage they seek to maintain and build (Pearce & Robinson, 2004).

The organizational culture can encourage or discourage effectiveness, depending on the nature of the values, beliefs, and norms” (Ivancevich, Konopaske, & Matteson, 2011). Organizational culture can be very friendly, very task oriented, competitive or driven to be highly productive or it can be disorganized and unproductive. The culture is based on the history of the company and the atmosphere that is created and nurtured over time. This culture guides the language the employees use their loyalty and many more areas. Organizational culture is an important social characteristic that influences organizations, group, and individual behavior with in a company (Hartnell, Ou, & Kinicki, 2011). The Culture of an organization affects the way people behave, how they address customers, the atmosphere, perception, values, and beliefs. Employee’s performance and effectiveness can also be determined by an organization’s culture. Every organization has its own culture based on shared expectations, values and attitudes and its influence on individuals and groups (Ivancevich et al., 2011). People inside of an organization have a big effect on the culture because of their values, beliefs, and ideology. Companies try to hire people who have the same values as the company so that they will fit into the organization. People stay with organizations that have a

When a new CEO, Ron Johnson, took over the management of JCPenney, “he saw a culture of complacency and tried to change it, using ideas from his previous jobs at Target and Apple” (Bhasin, 2013), but what ensued was a complete failure. The employees completely discarded the idea of the new corporate culture because “[i]nsufficient time had been spent defining what the new culture would be” (Bhasin, 2013), not to mention “flashy presentations… [and] hyper-secretiveness doesn’t translate well when you have over one hundred thousand employees who are concerned about their jobs amid layoffs” (Bhasin, 2013). Many things could have been handled better by the new CEO, but in this case it is important to identify that “Rather than just indict the old culture, the company needs to invest in defining an energizing vision of what it will be that employees can buy into at a local level” (Bhasin, 2013), leadership must allow the employees to take ownership of the culture change and willfully embrace the bright future in their company. In the end the success of a company depends on its employees, “how employees feel when they show up for work directly impacts the customer experience” (Bhasin,

The objective of this case study is to outline and provide a brief overview of Amazon.com's (Amazon) mission, strategic direction, core competencies, relied technologies and their future impact of new technologies, and how management and use of consumer data will impact future business.

Organisational culture shared among all the members, with its values, principles, traditions and methods of working. It determines how an organisation functions, from industry side to individually. It could be an important asset which, if not managed well, can be a critical liability for the organisation. While a healthy and positive organisational culture could increase relationship between employees and employer, and together achieve the maximum performance for the company, a deleterious culture would lead to the downfall of the organisation, and eventually collapse. It is an advantage that requires good management skill, coordination and communication in order for the organisation to utilize it well. Beaudan and Smith (2000) at Ivey Business Journal stated that corporate cultures are mature and complex organisms. One must carefully and smartly shape the culture, and it is wise to nurture corporate culture as an asset, rather than a risk and liability. This essay explains both beneficial and negative sides of organisational culture, along with case studies supported.

Businesses everywhere have to plan and set goals in order to thrive and succeed in whatever conditions the economy may be in. Part of planning and goal setting for any company is identifying internal and external factors that will have an impact on the success of a company as well as determining how they will impact the company. Knowing what the influences are and how they will impact the company allows a company to plan and set goals accordingly. For the purposes of this paper the company Goodwill is going to be used as an example. This paper will identify some

When the company name, Microsoft, is heard, it is automatic to think of the industry leader in software program technology. That was until the company settled in court on November 12, 2002, with a consent decree forcing them to allow other companies to use their program information to make competitive company programs compatible with Microsoft programs already on most desktops (Settlement Program, July 8, 2006). The Microsoft Corporation must now focus organizational goals towards diversity, new technology, and innovation to stay on top. The following will discuss how Microsoft uses the four functions of management with some of the external and internal factors that

Business in today’s modern world is operating in highly dynamic environment consisting of various internal and external factors. Business therefore are required to consistently evaluate themselves both internally and externally as an attempt to survive, grow and to maintain a competitive edge.

Internal and external factors have a large impact on the four functions of management within an organization. What these factors are and the kind of impact they have depends on the business and its particular goals. McDonald’s goal is reflected in its mission statement which is to “be our customers’ favorite place and way to eat” (McDonalds, 2009). In order to achieve this goal, McDonald’s executives and managers must follow the four functions of management which are planning, organizing, leading, and controlling (Bateman and Snell, 2009). They must also understand how internal and external factors impact these functions. Internal factors that McDonald’s managers need to consider include the amount of food to

An organization is determined by its value and behaviors that subsidize to the exclusive culture and principles environment of the organization, which includes the organization’s philosophy, expectations, practices, and norms that hold the structure together and expresses the society’s image with internal relationship, external influences, and future planning. At the same time, rules, beliefs, attitudes, and customs have been developed over periods and become the shared culture within the organization that illustrate in the ways of conducting issues, how they treat employees, consumers, and the community.

Dyne and Pierce (2008) explained that there are many factors which are inducing a change process in a company, as employees at all levels of organisational hierarchy are the agents of change though they are also barriers to it. Change happens when the forces of external environment are forcing to change existing circumstances. So companies wanting to change when there is fall in market share, new product has been launched, which is caught in the environmental scan. Managers therefore will try to stay of competition, may lead to analysing own strengths, weakness, opportunities and threats. This leads to understanding what capabilities and competencies are existing to make a counter offer in the marketplace.