Individual and Environmental Impacts on Businesses

Individual and Environmental Impacts on Businesses The key for business achievement or success requires two elements the individual and the environment. Absence of either value makes the goal unachievable. All components of a business environment have a direct or indirect relation on business. The outside factors, forces that cannot be controlled by an individual business enterprise and their management and have the capability to influence the business enterprise is termed as Business Environment. It includes every exterior forces within which a business organizations functions. Working of the business process is influenced by these forces and factors. Thus these forces and factors which stay outside the business, that are uncontrollable by single business entity but have an effect on business is called Business Environment. These factors or forces are customer, competitors, government, creditors, socio-cultural organizations, national and international organizations, political parties etc. These factors affect the business directly and indirectly according to its nature The business environment classified into three: Remote or General environment Industry environment Competitive environment Fig: Environmental Analysis According to Henry (2008), an organization has only two main environments i.e general and competitive environment. The competitive environment consists of industry and markets in which the organization operates. General environment is also named as macro-environment. The name Macro-environment is because the fluctuations that occur in this environment, will have an effect that go beyond the limits of the firms and industries. The below figure shows the connection between competitive and general environment of a firm as per Henry (2008): REMOTE OR GENERAL ENVIRONMENT: Remote environment can be also called as General environment and macro environment. Macro factors are generally more uncontrollable whereas micro environment factors are controllable as compared to macro factors. When macro factors become unmanageable the success of the business relies on the flexibility of the business to the changing environment. According to Hill and Jones,(2009), Macro-environmental factors sometimes influence the nation as a whole . Explained below are some of the macro environment factors. Economic Environment: The sum total of the nature of economic system of the country, business cycles, the socio-economic infrastructure etc is referred as Economic environment. Success of a business man depends on visualizing the outside factors influencing business, foreseeing changes that may occur in market conditions and making maximum return on minimum investment considering these outside or external factors. Social Environment: The value system of the society, which has an influence on the running of the business, is determined by the social dimension or environment of that Nation. Sociological elements that have an extensive impact on the business are costs structure, customs and conventions, mobility of labour etc. Work culture and mobility of labour, work groups etc are determined by the above factors. Political Environment: Political organizations including philosophy of political parties, ideology of government or party in power, character and level of bureaucracy influence of primary groups etc are influenced by the political environment of a country. The business, to a great extent, is affected by the political environment of a Nation Legal Environment: Legal environment comprises flexibility and malleability of law and other legal rules governing the business. The exact rulings and decision of the courts might be included. These concern the business and its administrators to a great extent. Technical Environment: Development of technology in country has a great influence on the business. The variety and quality of goods and services to be produced and the nature, quality etc of plant and machinery to be used are determined by the technology opted by the industry. Following are also affected by technical environment, the business in terms of investment in technology, consistent application of technology and the effects of technology on markets. COMPETITIVE ENVIRONMENT This means an environment in which competitions between organizations are high. A minute change in customers and competitors affects competitive plan of organization. It includes inventions of new products by competitors, developing new channels of distribution and emergence of new customer value. So competitive environment is closely related to the firm than the general environment.(Dobson et.al. 2004). Problems or opportunities resulting from variation in the competitive environment and in customer necessities are recognized by competitive environment analysis. Based on sound analysis, this procedure should be seen as dynamic, resourceful, and opportunity-focused. Thus two main areas that needs to be focused in this: Customer analysis Customer analysis at the business entity level involves building a complete understanding of customers, their needs and wants, and how these changes within a given market (market segmentation). Moreover, importance must be given to these changing needs, how is it occurring and what an organization should do to bring in change to the marketplace. Growth comes not by duplicating the competitors but by introducing creative and innovative strategy with flexibility, keeping in mind the changes that may occur in future to market conditions. Like any analysis, it is also done to identify the innovative strategies or plans that will create value for the business. Competitor analysis This analysis is undertaken at the business-unit level. With specific competitors, we assume that the unit in question is engaged in oligopolistic competition in which the market is dominated by small number of sellers. In a perfect competition there is no purpose of this analysis .While conducting competitor analysis, we have to follow certain defined procedure. RELATIONSHIP BETWEEN GENERAL AND COMPETITIVE ENVIRONMENTS Firms collect information to take decisions regarding current running of business and for future decision making through a combined calculation of internal and external Environments. Elements that compose general environment in a wider society influence the industry and the firms in that industry. These are classified into six environmental segments: demographic, economic, political/legal, socio-cultural, technological, and global. A firm does not have a direct control over the general environments segments and elements. For making appropriate decisions and plans, successful companies collects amounts of data and information so that they can identify or understand each segment and implications to be done. Competitor analysis refers to the way or method in which how companies collect and interpret information about their competitors. Understanding the firms competitor environment complements the insights provided by studying the general environment helps identifying in the firms competitor environment. Strategic intent, strategic mission, and strategic actions of a firm are developed as a result of the three analysis that are done to identify the outside environment. General environment analysis is focused on the future on the other hand analyses of competitors are focused on forecasting the dynamics of competitors actions, responses, and plans. Although we discuss each analysis separately, if we integrate the information gained from both the two analysis, performance of the firm is improved to a great extent.

Organisational Devlopment: Levels of Diagnosis Essay

It is pointless conducting diagnosis at the individual level, because most issues can be addressed at the organization and group level. Discuss. Within modern business practices continual evolution is essential for long term organisational outcomes. With economic pressures, a growing demand for perceptibly social and environmental responsibility and an increasingly focus towards international and worldwide trade, modern organizations are confronted with an almost constant need for change (Waddell, Cummings and Worley, 2007). Thus it is important for leaders to have a sound understanding of change issues and theories (Waddell, 2002). Organisational development (OD) is described as a systematic application of behavioral science knowledge to the planned development and reinforcement of organizational structures, processes and strategies for improving organisational effectiveness (Waddell et al. , 2007). Diagnosis it an integral part of successful OD implementation and is performed on one or more levels including ‘individual’, ‘group’ and ‘organisational’ diagnosis. Thus for successful long term outcomes it is necessary to investigate the role of diagnosis within successful OD implementation, with a focus on ‘individual’ level diagnosis in contrast to both ‘group’ and ‘organisational’. Diagnosis within organisation development is described as an intervention that develops information about the various subsystems of an organisation as well as the patterns and processes that take part in an organisation (Beckhard, 1969). Similarly, Waddell et al. 2007) depict diagnosis as the process of understanding how the organisation is currently functioning, in order to successfully develop change intervention. Thus within modern firms this process develops insight for both the client and OD coordinator into the functioning and efficiency on individual, group and organisational levels. Aldefer and Brown (1975) suggest that the process of diagnosis also serves to motivate organisational members to engage in change. Nadler (1977) reinforces this, depicting that diagnosis provides employees or members with a direction for change. As such, diagnosis within OD has been described as the ‘key’ in developing successful interventions (Burton & Obel, 2004). As well the diagnostic process is referred to as collaborative between OD consultant and client (Stacey, 2007), in which the two parties work together to develop action plans for effective change process. Waddell et al. (2007) reinforces this suggesting that the values and ethics that underlie OD suggest that both change agents and organisational members should be involved in developing and implementing appropriate interventions. Organisations, when viewed as open systems can be diagnosed as three levels, including organisation, group and individual (Waddell et al. , (2007). The highest level is the organisational level and includes the design of the organisations structure, strategy and processes. The next level consists of groups or departments within the organisational structure, including group design and interaction devices. The lowest level of organisational diagnosis is the individual level, including job design and personnel characteristics. Todnem (2005) suggest organisational diagnosis can occur at all three levels or it may be limited to problems that occur at a single level. For example, if there was a problem with output resulting from a single job design there would be only need for individual level diagnosis. Similarly Coghlan (1994) illustrates that the key to effective diagnosis is to know what to look for at each level, as well as how the levels affect each other. Waddel et al. (2007) depict the organisational level of diagnosis as the broadest systems perspective that is typically taken in diagnostic activities. This level focuses on the organisation against inputs such as the general environment and industry structure to achieve outputs such as performance, efficiency and stakeholder satisfaction through strategy and organisational design. Todnem (2005) suggests that design components within this level can also include HRM, culture and technology. Similarly the general environment can include a vast amount of extraneous variables including social, technological, economical, ecological and political (Stahl, 1997). Thus this level provides a broad basis for diagnosis within the largest environment. As such this level of diagnosis is most crucial when designing or redesigning action plans focused around the organisation as a whole. These strategies may include organisational goals and objectives, mission or organisational policies. (Waddell et al. (2007). Modern organizations are developing action plans in order to change practices to incorporate environmental and social responsibility. These plans and interventions designed at achieving change include organisational wide strategies, such as redesigning business infrastructure as well as changing major mission values/goals and policies within those companies. An example of integrating effective organisatinoal diagnosis is RIO TINTO’s continual development and change towards more sustainable, environmentally responsible mining processes in order for long term outcomes (RIO TINTO, 2010). Through external forces or inputs they developed and integrated various interventions to remodel major sectors within the firm completely. Thus developing and maintaining successful strategic design requires effective organisational diagnosis. The next level of diagnosis is group, and can apply to both larger operating division of firms such as BHP Billiton, or to smaller departments within organisations (Waddell et al. , 2007). Coghlan (1994) depicts that division or larger groups within such multinational firms generally follow the same dimension and relational fits applicable to organisational level development. Inversely Waddell et al. (2007) suggest that small departments and groups behave differently from larger divisions or organisations and thus require a suitable diagnostic model to reflect those dimensions. As such, group level diagnosis consists of organisational design as an input, resulting in outputs of team effectiveness through design components such as task structure, group functioning, performance norms, group composition and goal clarity. Stahl (1997) describes group diagnosis as relative to a small number of people working face to face on a shared task or program. Laser (1995) suggests supportive organisational design is crucial for effective groups to operate. Harrison and Shirom (1999) reinforce this depicting that group structure and components are highly interrelated to organisational wide strategy and design. Goal clarity is a major design component within group level diagnosis, and refers to how well the group understands its objectives. Waddell et al. (2007) suggest that goals should be understood by all members, moderately challenging, measurable, and monitored and, have structure for providing feedback of achievement. An example may include group targets for sales teams. Stahl (1997) illustrates that goal clarity is of crucial importance to successful group outcomes. Coghlan (1994) reinforces this depicting that clear goals provide motivation and direction to group dynamics. Group level diagnosis is considered a more specific approach to an internalized problem than organisational diagnosis and can include problem solving groups built for a specific function (Stahl, 1997). However organisational and group levels remain highly interrelated through organisational design. The lowest level of diagnosis is the individual job or position. Waddel et al. (2007) suggest that organisations are made up of numerous groups and in turn, those groups are composed of several positions. Callan (1993) depicts individual diagnosis as highly specified and dynamic. Similarily Stahl (1997) described the individual level diagnosis as having a minimal effect on the organization as a whole. As the individual level focuses on a single job design it requires a new model of job-level diagnosis (Waddell et al. , 2007). The inputs within this level are organisational design, group design and personnel characteristics, and the resulting outputs aimed at achieving are individual effectiveness, through performance, job satisfaction and individual development. The design components utilized to transform the inputs within this model are skill variety, task identity, autonomy, task significance and feedback about results. Coghlan (1994) suggests that effective feedback mechanisms are crucial to continual intervention and employee development. Feedback refers to the degree to which employees are provided with clear information about performance and effectives of their activities (Waddell et al. , 2007). Such mechanisms could include both formal and informal methods such as casual on the spot feedback or yearly performance appraisals. Conversely Callan (1993) depicts task significance as a major influence on outcomes within the individual level, suggesting that the level to which the employee’s job impacts on other people’s lives has a powerful affect on resulted outcomes. Individual level changes and restructuring can result in higher outcomes of individual’s position through higher individual interest and personnel investment in their jobs (Waddell et al. , 2007). As well higher productivity on an individual level transfers to more successful organisational outcomes, and thus benefits both the workers and the firm. The importance of diagnosis on an individual level can be relatively debatable dependent on organisational type, infrastructure and individual job function (Mclean, 2005). Individual level diagnosis relies on organisational design, group design and personal characteristics for transference into outputs (Waddle et al. 2007). Thus this job level is highly interrelated and dependent on the effectiveness of the design components of both organisational and group level. Hence, effective intervention development within the first two levels of diagnosis would result in a large proportion of successful outputs on an individual level (Harrison and Shirom, 1999). Conversely personal characteristics can include dynamic and uncontrollable extraneous variables which may result in a varied output on the job level. (Burton & Obel, 2004). Thus in order to limit a varied result within output it may be necessary to conduct individual diagnosis of job design relevant to the specific problem or concern. As well Mclean (2005) emphasizes the importance of employee satisfaction in relation to staff turnover in order for long term development and organisational outcomes. Waddel et al. (2007) reinforce this depicting a ‘two sided’ relationship between employee satisfaction and interest and the consequential favorable outcomes for the firm. Cobb (1986) illustrates that redesigning individual level jobs can be crucial for successful outcomes within specified problems. As well Beer and Spector (1993) suggest that the success of OD interventions rely heavily on the accuracy of diagnosis within organisations. Thus for a higher probability of favorable outcomes for developed interventions it is necessary to conduct diagnosis over all three levels. Organisational development is a critical process for both short and long term outcomes within modern business practice. With growing economic, social and environmental pressure, there is a greater need for organisational change than ever before. Successful OD is heavily reliant on the effectiveness of diagnosis within an organisation in order to develop appropriate interventions to develop change within the firm. All three levels of diagnosis within OD are important to developing effective mechanisms for change. Organisational diagnosis is more responsive to external influences and direct pressure for both social and environmental concerns. However both group and individual levels are highly interrelated with the success of change interventions and in particular the development of productivity and efficiency to provide support against the economic strain. Individual level diagnosis is highly interrelated within the other levels and as such may not be necessary within some OD applications.

Christopher Columbus Evaluation Essay

Who was the navigator, colonizer, and explorer extraordinaire that fearlessly journeyed the seas and â€Å"discovered† the great â€Å"New World†? It was Christopher Columbus, of course! However, in reality, Columbus didn’t actually discover the Americas. Rather, he traveled to an already-inhabited land with not-so-civilized inhabitants, and expropriated both the land, and the indigenous people. By doing this, he brought settlers from Europe, who helped take over the land, causing plenty of suffering and havoc, but also completing the map and transforming life for people around the world. Some believe he was a hero, and some believe he was a monster. However, one man’s gain is another’s loss in most cases. Columbus brought change, both good and bad, through his actions, which defined his character and personality. Columbus’s journey to the Americas sowed seeds of change and revolution for people all over the world. More people came to the â€Å"New World† to settle, and natives were brought to Europe, and more exotic tastes were introduced to both hemispheres; cattle, sugar, and pigs to the West, tomatoes, potatoes, corn, and cocoa to the East. New animals, especially the horse, changed everyday life for Native Americans, and written language spread the continent, replacing either a complicated system of hieroglyphics or nothing at all. Soon, people from all over the globe began arriving in great numbers, and the continent became a successful beacon of hope for many. Of course, with the up rise of some came the downfall of others. The indigenous people of the New World could not resist the conquistadors’ most devastating weapon: disease. Millions were wiped out by smallpox alone, and many were so ill that they could not resist the European conquest. The natives were not the only ones who suffered. Back in Europe, people started suffering from syphilis with the return of the conquistadors. Tobacco, its pleasures, and its deadly secrets were even more gifts to the Old World from the New. As the local population began to shrink, a new type of foreigner began to arrive in large numbers, the Africans. As agriculture-based economy began to spread in the Americas, so did slavery, and suffering for the Africans. Thus, the seeds of racial antagonism were sowed and still affect our society today. Christopher Columbus’s character and personality have long been debatable. Depending on how you evaluate his actions, he could either be a hero or a villain to you. Young students today are present with the image of a â€Å"largerthanlife† national hero. In some ways, he is. Without him, the American citizens of today might not even be here. However, it was inevitable that an outsider would stumble across this land and introduce their people to it, and the native people to a more civilized lifestyle. At the same time, the way that Columbus went about doing that was definitely inhumane. According to a journal entry from Columbus himself, dated back to 1492, he gained their trust and friendship just so that he could convert them and turn them into slaves. Not only that, but he took over a land that was already inhabited by people, tormented the people so much that there are not even 200 of the native population left today, and claimed that he was the first to sight the land. All this shows that he was very deceiving, unscrupulous, selfish, and definitely lacking chaste. In conclusion, Columbus’s conquest to the New World brought forth change, both for the better, and for worse, while his selfish personality showed through the whole time. Whether you see him as a hero or a villain, the collision of the New and Old worlds was inevitable, and his contributions brought forth a connection and world that we should all be very thankful for.

Function of Speech Acts - 1630 Words

Functions of Speech Acts in a Dialogue Introduction The dialogue analyzed in this paper is about two foreign students who have lunch in a restaurant. They sit next to each other at a counter and wait to be served. They do not know each other, but because the wait is too long they get bored. So, the older student, Maria, who is 19-year-old and comes from Venezuela, turns over the person sitting next to her and starts a conversation with a younger 18-year-old student, Ali, who comes from Saudi Arabia to study English. I will analyze this dialogue whit paying most of my attention on the functions taken by the Speech Acts. It is a usual conversation between two individuals while introducing themselves to each other and trying to establish†¦show more content†¦So, she found out that they both have the same class that day, than turnes her attention over the English book and makes a statement of fact about it(u6). Knowing the origin and belonging of that book she makes a assertion, presupposing that the person is a student at the E nglish Language Center. Ali confirms it and gives more details (he is attendig the fourth course), declares that he is indeed a student and where exactly. With the help of an interogative sentence, he formulates a question, seeking for information about the girl, if she is also a student in that Learning Center (u8). Maria confirms it and gives further information, just like Ali did, about the courses she attends to. Another piece of information is revealed by Maria in relation with the fourth course, the prevous utterance (u7). Dialogue Maria: (u1)The service is really slow here. (u2)I’ve been trying to get the waiter’s attention for the last ten minutes. Ali: (u3)I hope he waits on us soon. (u4)I have a class at two o’clock. Maria: (u5)Me, too. (u6)I recognise that English book. (u6)You must be a student at the English Language Center. Ali: (u7)Yeah. I’m in the fourth course. (u8)Are you studying there? Maria: (u9)Yes, I’m in the fifth course. (u10)I took the fourth course last month. Ali: (u11)I just came here two weeks ago. (u12)DoShow MoreRelatedTextual Analysis1180 Words   |  5 PagesTowards a better and cleaner textile industry [Textual Analysis] Written Assignment 4 This assignment is through an analysis of appeal forms, speech acts, move structures, text functions, text types and relevant rhetorical strategies going to determine the genre and purpose of the text ‘Towards a better and cleaner textile industry’, which was posted on Novozymes website on March 30, 2011. Appeal Forms The text consists of a number of logical arguments that promote the use of enzymes inRead MoreThe Theory Of The Client s Language Development Essay1592 Words   |  7 Pagesreinstatement of speech in mute schizophrenics by operant conditioning found prove of the behaviorist theory working. 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