What Are The Types Of Environmental Resources – Today the changes are many, and each change brings many challenges, which should be alert to the changes in the environment. A firm’s environment includes its surroundings – everything that affects its operations, good or bad.
Environment includes intangible factors such as the organization’s image and more tangible things such as the country’s economic and political environment.
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Subtle and obvious environmental forces require in-depth analysis. Planning and adequate research provide the necessary information to decide which strategy to pursue.
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Managers cannot make sound strategic decisions based on guesswork and intuition alone. They should use relevant information that comes directly from analyzing their organization’s environment.
By the word “Environment”, we mean the surroundings or surroundings in which an activity is carried out.
And we know that a group is a social organization that has a hierarchical structure that integrates all related elements. They work at it to achieve a common goal.
Organizations or, more specifically, business organizations and their activities, are constantly influenced by the environment. In an organization, the environment affects the performance of the management team.
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Therefore, managers need to make a deep study of environmental factors so that they can develop an understanding of the organization’s internal and external environment.
Based on their understanding, they are able to establish the necessary goals for their organization and formulate the strategies necessary to achieve those goals.
The internal environment generally includes the physical resources, financial resources, human resources, information resources, technological resources, goodwill of the organization, corporate culture and so on in or within the organization.
Some of these are physical things, such as physical equipment, plant energy technology, proprietary technology, or know-how; Others are intangible, such as information management and communication opportunities, reward and performance systems, performance expectations, regulation of power structures, and the development of organizational culture.
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Based on those resources, the organization can create and deliver value to customers. This value is important to define the purpose of the organization and the conditions under which it wants to earn profit.
Are we adding value through research and development or customer service, or through faster delivery or cutting out any middleman that lowers costs for the customer?
Organizations build long-term capabilities. They regularly invest in other areas so that they can build competitive businesses based on the uniqueness they have created.
A manager’s response to the external environment depends on the availability and coordination of resources in the organization.
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Top management is responsible for allocating resources between ongoing operations/functions and future operations of a strategic nature. That is, they can develop current resources and earn profits in future periods with higher risk.
For example, General Electric is an innovator and entrepreneur that has shown ruthlessness in the way it changes and reacts to maintain its competitive position in various industries.
This shows that over the years, General Electric has invested in developing these capabilities, systems and processes.
Owners are the people who invest in the company and have ownership rights and claims over the organization. Owners may be the individuals or groups of individuals who started the company; Or buys a company’s share in the stock market.
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The owner of a firm can be an individual if it is a sole proprietorship, a partner in a joint venture, a shareholder or shareholder in a limited company or a member in a joint venture. Among government departments, it is the country’s government.
Whoever the owner is, they are an important part of the organization’s internal environment. Owners play an important role in influencing business activities. That is why managers should care about their team members.
The Board of Directors is the company’s board of directors elected by the shareholders. They supervise the top managers of the company such as general managers.
Employees, or employees, are the key internal unit of an organization that performs management activities. Individual workers and the trade unions in which they participate are important parts of the domestic environment.
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If they are handled properly they can replace the organization’s goals with reality. But improper management of employees creates a bad situation for the company.
Organizational culture is the collective behavior of organization members and the values, vision, beliefs and values they associate with their actions.
An organization’s culture plays an important role in determining its success because culture is an important definition of how an organization operates.
Organizational culture is seen as the basis of its internal environment. Organizational culture (or corporate culture) greatly influences employee behavior.
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A strong culture helps a strong person achieve his goals, a strong person has a weak culture. Culture in an organization starts with the actions of the founder(s) and develops and blossoms over many years.
Because culture is an important internal environmental concern for an organization, managers must understand its impact on organizational performance.
Organizational resources can be discussed under five main headings: physical resources, human resources, financial resources, information resources and technological resources.
Physical resources include land and buildings, warehouses and all kinds of tools, equipment and machinery. For example office buildings, computers, rooms, fans and air conditioners.
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Human resource includes all the employees of an organization from top to bottom level. Examples are teachers in a university, business managers in a manufacturing company, and manual workers in a factory.
Examples are the owner’s investments, interest, savings and income from sales. Data elements contain useful information needed to make effective decisions.
An organization’s name is an intangible asset. A good reputation or good will promotes a good image of the organization in the minds of the public (so to speak, in the minds of consumers).
‘No name’ cannot create any good image. A bad image undermines a firm’s efforts to attract customers in a competitive world.
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The organization has complete control over these conditions. Unlike the external environment, companies can directly control the internal environment.
The internal environment includes various internal aspects of the organization, such as resources, owners/shareholders, board of directors, employees and business units, goodwill and corporate culture. These factors are explained below.
External factors or organization are things in the external environment. The organization has no control over how external environmental factors operate.
The external environment includes all general environmental factors and industry specific factors. Environmental factors are generally common and affect all groups.
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Because of their general nature, an individual firm cannot control its impact on its business operations.
Managers must constantly read signals from the external environment to identify emerging opportunities and threats. The external environment provides opportunities for leadership growth and market dominance, and poses threats of obsolescence to products, technologies, and markets.
While one part of the organization faces opportunities, the other part faces threats from such situations, perhaps due to differences in their resources, capabilities and dominant positions in the industry.
For example, the booming mobile phone business in India offers huge opportunities for a wide variety of organizations, from mobile phone manufacturers, content developers, app developers and mobile tower manufacturers to service providers.
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Moreover, it creates a threat to the telephone industry, which has long been owned by state-owned companies.
The increasing demand for telecom services in India post demonetisation is a huge opportunity for early entrants to enter the telecom services business and compete for revenue with government entities.
At the same time, increased demand for mobile phone services has led to increased industrial capacity, price wars, lower call costs, acquisitions and reduced industrial profits.
India has the lowest call rates in the world. As the industry grows and evolves, older players will have to change their business style and strategy.
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The general environment includes political, economic, social, cultural, technological, legal, environmental (natural) and demographic factors in a country or region. The general environment includes factors that affect operations but also influence the company’s operations.
Situational factors are generally broad and non-specific, whereas a performance factor measure involves a specific group.
The external environment includes the factors external to the organization that indirectly affect its business. The organization has little or no control over these factors, so the external environment is often out of control.
However, there may be exceptions. External environmental factors reside outside the organization, which create opportunities or threats.
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For the convenience of analysis, we can divide the external environment into two groups: (a) general environment (or remote environment), and (b) industrial environment (some call it “immediate workplace”, “work environment,” or specific activity. environment’).
The main factors contributing to the general environment are political conditions, economic conditions, social and cultural factors, technological developments, legal/regulatory factors, climatic conditions and the demographics of the country or region.
The industrial environment includes these elements externally