In this PPT I have explained Business Environment topic, it will be useful for MBA, MCOM AND CLASS 12 students. Also teachers can use it as a teaching aid.
Organizational behavior is the study of how individuals and groups act within organizations. It examines topics like motivation, leadership, and communication. Some important early contributors to the field include F.W. Taylor with scientific management, Mary Parker Follett focusing on the human side of organizations, and the Hawthorne Studies which found the Hawthorne Effect. Personality refers to an individual's unique characteristics and traits. Factors like heredity, environment, and self-concept influence personality. Personality can be understood using dimensions like extraversion, agreeableness, conscientiousness, emotional stability, and openness. Locus of control, authoritarianism, Machiavellianism, and self-monitoring are
The document discusses the various factors that make up a business's environment. It states that a business does not operate in isolation but must interact with and adapt to its surrounding environment. The business environment consists of internal factors within the firm's control as well as external macro-level factors and micro-level factors that the business cannot control but must react to. These include economic, political, social, technological, legal, and demographic conditions that shape business operations and strategies. Adapting proactively to changes in the environment is critical for business success and survival over time.
Organizational culture is defined as the shared beliefs, customs, traditions, and values of an organization's members. It is shaped by an organization's founders, leaders, selection practices, and socialization of new employees. Maintaining culture involves selecting new members who share the existing values and socializing them to accept prevailing norms and customs through stories, rituals, symbols, and language used in the organization.
This document outlines key concepts around managerial ethics and social responsibility from Chapter 2 of the textbook. It defines ethics and social responsibility, lists arguments for and against businesses being socially responsible, and describes ways that organizations and managers can improve ethical behavior, such as establishing codes of ethics. The document emphasizes that managers regularly make socially-dimensional decisions and that demonstrating social responsibility is important in today's business world.
Organizational behavior (OB) is the study of how individuals and groups act within organizations. [1] OB has the goals of describing, understanding, predicting, and controlling human behavior in organizational settings to improve organizational effectiveness. [2] It draws on various disciplines like psychology, sociology, and anthropology. [3] OB faces challenges like improving employee skills, quality, and diversity to meet business goals in an increasingly global environment.
Organizational behavior is concerned with understanding, predicting, and controlling human behavior in organizations. It is an interdisciplinary field that draws from psychology, sociology, anthropology and aims to be both a science and an art. The goals of organizational behavior are to understand, explain, and predict human behavior in organizational contexts in order to fulfill employees' needs and optimize human potential.
Organisational Behaviour: Meaning โ Elements โ Need and importance โ Approaches โ Models โ Levels - Global scenario โ Socio, cultural, political and economic differences and their influence on International Organisational behaviour โ Future of Organisational behaviour.
The document discusses emotions, moods, and affect in the workplace, noting that while workplaces were once considered emotion-free zones, people inevitably experience emotions that impact their work. It differentiates between emotions, moods, and affect, examines the structures and functions of emotions and moods, and explores various sources of emotions and moods as well as applications of understanding emotions in organizational behavior contexts like selection, decision-making, creativity, and customer service.
Organizational behavior is the study of how individuals and groups act within organizations. It examines topics like motivation, leadership, and communication. Some important early contributors to the field include F.W. Taylor with scientific management, Mary Parker Follett focusing on the human side of organizations, and the Hawthorne Studies which found the Hawthorne Effect. Personality refers to an individual's unique characteristics and traits. Factors like heredity, environment, and self-concept influence personality. Personality can be understood using dimensions like extraversion, agreeableness, conscientiousness, emotional stability, and openness. Locus of control, authoritarianism, Machiavellianism, and self-monitoring are
The document discusses the various factors that make up a business's environment. It states that a business does not operate in isolation but must interact with and adapt to its surrounding environment. The business environment consists of internal factors within the firm's control as well as external macro-level factors and micro-level factors that the business cannot control but must react to. These include economic, political, social, technological, legal, and demographic conditions that shape business operations and strategies. Adapting proactively to changes in the environment is critical for business success and survival over time.
Organizational culture is defined as the shared beliefs, customs, traditions, and values of an organization's members. It is shaped by an organization's founders, leaders, selection practices, and socialization of new employees. Maintaining culture involves selecting new members who share the existing values and socializing them to accept prevailing norms and customs through stories, rituals, symbols, and language used in the organization.
This document outlines key concepts around managerial ethics and social responsibility from Chapter 2 of the textbook. It defines ethics and social responsibility, lists arguments for and against businesses being socially responsible, and describes ways that organizations and managers can improve ethical behavior, such as establishing codes of ethics. The document emphasizes that managers regularly make socially-dimensional decisions and that demonstrating social responsibility is important in today's business world.
Organizational behavior (OB) is the study of how individuals and groups act within organizations. [1] OB has the goals of describing, understanding, predicting, and controlling human behavior in organizational settings to improve organizational effectiveness. [2] It draws on various disciplines like psychology, sociology, and anthropology. [3] OB faces challenges like improving employee skills, quality, and diversity to meet business goals in an increasingly global environment.
Organizational behavior is concerned with understanding, predicting, and controlling human behavior in organizations. It is an interdisciplinary field that draws from psychology, sociology, anthropology and aims to be both a science and an art. The goals of organizational behavior are to understand, explain, and predict human behavior in organizational contexts in order to fulfill employees' needs and optimize human potential.
Organisational Behaviour: Meaning โ Elements โ Need and importance โ Approaches โ Models โ Levels - Global scenario โ Socio, cultural, political and economic differences and their influence on International Organisational behaviour โ Future of Organisational behaviour.
The document discusses emotions, moods, and affect in the workplace, noting that while workplaces were once considered emotion-free zones, people inevitably experience emotions that impact their work. It differentiates between emotions, moods, and affect, examines the structures and functions of emotions and moods, and explores various sources of emotions and moods as well as applications of understanding emotions in organizational behavior contexts like selection, decision-making, creativity, and customer service.
The document discusses business environmental analysis and its importance for strategic decision making. It defines business environment and explains that businesses operate in a unique environment and cannot function in isolation. The business environment includes internal factors that are controllable by the business as well as external factors from the macro and micro environment that are beyond the business's control. Conducting an analysis of the business environment is important for identifying opportunities and threats to help guide the business's growth strategy.
Organizational behavior draws from several contributing disciplines including psychology, sociology, social psychology, anthropology, and political science. Psychology contributes to understanding individual behaviors related to learning, motivation, emotions, and decision making. Sociology examines group behaviors and dynamics within formal organizations. Social psychology focuses on how people influence each other through communication, attitudes, and group processes. Anthropology provides insights into organizational culture and environments across cultures. Political science informs how power and conflict operate within organizational systems.
Organizational behavior (OB) is the study of how individuals and groups act within organizations and how organizations manage their environments. OB focuses on improving productivity by understanding employee behavior and predicting human behavior in organizations. Behavior is generally predictable but depends on circumstances. To study OB effectively requires a systematic, evidence-based approach rather than just common sense. OB draws from various disciplines like psychology, sociology, and political science to analyze behavior at the individual, group, and organizational levels.
This document discusses attitudes and their importance in organizations. It defines attitudes as mental states that influence responses to people, objects, and situations. Attitudes have three components - affective, cognitive, and behavioral. They serve four functions: adjustment, knowledge, ego-defense, and value expression. In organizations, important job-related attitudes include job involvement, organizational commitment, and job satisfaction. Changing attitudes can be difficult due to barriers like prior commitment and lack of information, but providing new information, using fear appeals, and influencing peers can help overcome these barriers. Measuring the relationship between attitudes and behaviors requires considering moderating variables. The document also discusses self-fulfilling prophecies, cognitive dissonance theory, and emotional intelligence
The document discusses organizational change and describes:
1) Organizational change is the process by which organizations move from their present state to a desired future state to increase effectiveness. It occurs in response to internal and external forces.
2) Change can affect people, structure, technology and other elements of an organization. It also impacts the speed and significance of change within an organization.
3) Resistance to change stems from individual, group, and organizational factors like threats to power, habits, and economic impacts. Minimizing resistance involves communication, training, employee involvement, and other strategies.
The document discusses international human resource management (IHRM), which involves managing human resources across national borders. IHRM differs from domestic HRM in several ways, such as requiring more HR activities to deal with taxation, culture, and legal issues in multiple countries. It also requires a broader perspective to meet diverse needs. Managing employees across cultures and countries presents various challenges for IHRM, such as high expatriate failure rates, developing a globally dispersed workforce, and overcoming cultural and legal differences between locations. Globalization and pressures of competitiveness have increased the importance of effective IHRM for international organizations.
Internal and external business environmentAashish Sahi
ย
This document discusses the internal and external business environment. It defines the business environment as consisting of all external forces that affect a business outside of their control. It then describes the key features of the business environment and divides it into internal and external factors. The internal environment includes factors like management structure and values that a business can control. The external environment includes micro factors like customers and suppliers and macro factors like economic, social, political, and legal conditions that are outside a business's control.
Learning involves a relatively permanent change in behavior or knowledge as a result of experience. There are several theories that explain how learning occurs, including classical conditioning, operant conditioning, cognitive learning, and social learning. For learning to be effective, trainees must be motivated, the information must be meaningful, learning must be reinforced through feedback, and material should be well-organized. Managers can shape employee behavior using reinforcement strategies like positive reinforcement to increase desirable behaviors and punishment or extinction to reduce undesirable behaviors.
This document discusses team interventions and effective teams. It defines intervention as entering a system of relationships to help groups or persons. It distinguishes between work groups and teams, noting that teams have greater interdependence and interaction. The document outlines steps for team interventions, including identifying at-risk members, holding intervention team meetings, beginning interventions, and requesting further testing if needed. It also lists characteristics of effective teams and components like positive culture and recognition.
This chapter discusses organizational change and stress management. It identifies common forces that drive organizational change, such as changes in technology, competition, and social/political trends. The chapter outlines different approaches to managing change, including Lewin's three-step model of unfreezing, moving, and refreezing. It also discusses sources of resistance to change and tactics for overcoming resistance, such as participation and communication. Additionally, the chapter defines stress and its potential sources, and examines individual and organizational approaches for managing stress.
The document discusses the values, assumptions, and beliefs underlying organization development (OD). It outlines how early OD was influenced by humanistic values that promoted democratic practices and viewing people positively. The implications of these values were to design organizations that treated individuals and groups in a way that was supportive of growth, risk-taking, and collaboration. This laid the foundation for OD and guided its implementation to create high performing organizations while maintaining a humane approach.
The document provides information about problems facing two stores of a furniture company in Egypt. It is experiencing reduced sales, revenue, and customer satisfaction. The staff in these stores are old with good experience but low motivation and morale.
The consultant identifies issues including lack of ability due to insufficient resources and skills, lack of motivation due to no incentives or penalties, poor manager relationships, and low morale. Objectives are set to improve performance, communication, set clear goals, and share information.
Actions proposed include job enlargement, enrichment, and rotation to increase tasks, responsibility, and prevent boredom. Principles of enrichment focus on more autonomy, responsibility and recognition. Simplification divides complex tasks while rotation prevents monotony
Individual behavior in organizations is influenced by many personal and environmental factors. Personal factors include an individual's personality, perceptions, attitudes, values, and learning. Environmental factors that influence behavior include political, economic, socio-cultural, and technological factors within the environment as well as organizational factors like structure, leadership, and rewards. To understand human behavior in organizations, it is important to carefully study all the factors that influence individual behavior.
Diversity in organizations is increasing as the U.S. workforce becomes more diverse. To adapt, organizations must implement diversity management strategies to be aware of and sensitive to differences. Surface-level diversity includes characteristics like race, gender, and age that are easily observed, while deep-level diversity involves less visible attributes like values and personality. Both types of diversity can impact work performance and employee experiences. Effective diversity programs teach managers about legal protections, attract diverse candidates, and foster development practices that benefit all workers. Considering cultural differences is also important for diversity strategies in a global context.
- Organizational change is any alteration of an organization's people, structure, or technology. The "calm waters" view sees change as occasional disruptions that can be planned using Lewin's three-step model, while the "whitewater rapids" view sees change as ongoing and continual.
- Forces for change can come from external factors like the marketplace, government regulations, technology changes, or the economy, or internally from changes to strategy, workforce, jobs, or employee attitudes. Managers and consultants can act as change agents to initiate and manage change.
- Planned changes are implemented through organization development, which facilitates long-term organization-wide changes by constructively changing attitudes and values so the organization
This document discusses various types of structural interventions in organizations. Structural interventions aim to improve organizational effectiveness through changes to tasks, structures, technology, and goals. Some key structural interventions mentioned include socio-technical systems, self-managed teams, work redesign, management by objectives, quality circles, quality of work life projects, and total quality management. Each intervention is briefly described in one or two sentences with their focus and approach.
The document discusses the concept of business environment and its importance for strategic management. It defines business environment as all internal and external factors that influence organizational operations and performance. The key components discussed include internal environment, task environment, general environment, Porter's five forces model, and methods of environmental analysis like scanning, monitoring, and assessment. Conducting environmental analysis is important for strategic management as it helps organizations identify opportunities/threats and formulate strategies to adapt to the changing business landscape.
This document discusses several approaches to industrial relations:
- The unitary approach views the organization as having a single authority structure and emphasizes cooperation over conflict.
- The pluralistic approach sees organizations as coalitions of competing interests between management and workers/unions. It views some conflict as inevitable.
- The Marxist approach argues that class conflict between workers and owners is inevitable under capitalism and drives social change.
- The human relations approach emphasizes that workers are motivated by psychological and social factors, not just wages, and that participation and good communication reduce workplace friction.
This document outlines the syllabus for a Business Environment course, covering 5 units:
Unit 1 introduces the concept of business environment and its significance, elements, and changing dimensions due to factors like liberalization, privatization, and globalization.
Unit 2 covers the economic environment, including economic systems, policies impacting business like industrial, fiscal, and foreign trade.
Unit 3 addresses the political and legal environment, mentioning acts like MRTP, FEMA, and Consumer Protection.
Unit 4 examines socio-cultural, international factors like social responsibility, groups, and organizations like WTO, IMF that influence business.
Unit 5 discusses the technological environment, focusing on online services, e-commerce,
This document discusses environmental scanning and analysis for businesses. It defines the business environment and its internal and external components. The external environment includes micro factors like shareholders, suppliers, distributors, customers and competitors as well as macro factors such as political, economic, social and technological conditions. Environmental scanning involves monitoring these external and internal factors to identify opportunities and threats. It is important for setting strategy and gaining a competitive advantage. The document outlines various techniques for environmental scanning like surveys, historical analysis and input-output analysis. It also discusses analyzing different parts of the external environment like the natural, societal, task and international environments.
The document discusses business environmental analysis and its importance for strategic decision making. It defines business environment and explains that businesses operate in a unique environment and cannot function in isolation. The business environment includes internal factors that are controllable by the business as well as external factors from the macro and micro environment that are beyond the business's control. Conducting an analysis of the business environment is important for identifying opportunities and threats to help guide the business's growth strategy.
Organizational behavior draws from several contributing disciplines including psychology, sociology, social psychology, anthropology, and political science. Psychology contributes to understanding individual behaviors related to learning, motivation, emotions, and decision making. Sociology examines group behaviors and dynamics within formal organizations. Social psychology focuses on how people influence each other through communication, attitudes, and group processes. Anthropology provides insights into organizational culture and environments across cultures. Political science informs how power and conflict operate within organizational systems.
Organizational behavior (OB) is the study of how individuals and groups act within organizations and how organizations manage their environments. OB focuses on improving productivity by understanding employee behavior and predicting human behavior in organizations. Behavior is generally predictable but depends on circumstances. To study OB effectively requires a systematic, evidence-based approach rather than just common sense. OB draws from various disciplines like psychology, sociology, and political science to analyze behavior at the individual, group, and organizational levels.
This document discusses attitudes and their importance in organizations. It defines attitudes as mental states that influence responses to people, objects, and situations. Attitudes have three components - affective, cognitive, and behavioral. They serve four functions: adjustment, knowledge, ego-defense, and value expression. In organizations, important job-related attitudes include job involvement, organizational commitment, and job satisfaction. Changing attitudes can be difficult due to barriers like prior commitment and lack of information, but providing new information, using fear appeals, and influencing peers can help overcome these barriers. Measuring the relationship between attitudes and behaviors requires considering moderating variables. The document also discusses self-fulfilling prophecies, cognitive dissonance theory, and emotional intelligence
The document discusses organizational change and describes:
1) Organizational change is the process by which organizations move from their present state to a desired future state to increase effectiveness. It occurs in response to internal and external forces.
2) Change can affect people, structure, technology and other elements of an organization. It also impacts the speed and significance of change within an organization.
3) Resistance to change stems from individual, group, and organizational factors like threats to power, habits, and economic impacts. Minimizing resistance involves communication, training, employee involvement, and other strategies.
The document discusses international human resource management (IHRM), which involves managing human resources across national borders. IHRM differs from domestic HRM in several ways, such as requiring more HR activities to deal with taxation, culture, and legal issues in multiple countries. It also requires a broader perspective to meet diverse needs. Managing employees across cultures and countries presents various challenges for IHRM, such as high expatriate failure rates, developing a globally dispersed workforce, and overcoming cultural and legal differences between locations. Globalization and pressures of competitiveness have increased the importance of effective IHRM for international organizations.
Internal and external business environmentAashish Sahi
ย
This document discusses the internal and external business environment. It defines the business environment as consisting of all external forces that affect a business outside of their control. It then describes the key features of the business environment and divides it into internal and external factors. The internal environment includes factors like management structure and values that a business can control. The external environment includes micro factors like customers and suppliers and macro factors like economic, social, political, and legal conditions that are outside a business's control.
Learning involves a relatively permanent change in behavior or knowledge as a result of experience. There are several theories that explain how learning occurs, including classical conditioning, operant conditioning, cognitive learning, and social learning. For learning to be effective, trainees must be motivated, the information must be meaningful, learning must be reinforced through feedback, and material should be well-organized. Managers can shape employee behavior using reinforcement strategies like positive reinforcement to increase desirable behaviors and punishment or extinction to reduce undesirable behaviors.
This document discusses team interventions and effective teams. It defines intervention as entering a system of relationships to help groups or persons. It distinguishes between work groups and teams, noting that teams have greater interdependence and interaction. The document outlines steps for team interventions, including identifying at-risk members, holding intervention team meetings, beginning interventions, and requesting further testing if needed. It also lists characteristics of effective teams and components like positive culture and recognition.
This chapter discusses organizational change and stress management. It identifies common forces that drive organizational change, such as changes in technology, competition, and social/political trends. The chapter outlines different approaches to managing change, including Lewin's three-step model of unfreezing, moving, and refreezing. It also discusses sources of resistance to change and tactics for overcoming resistance, such as participation and communication. Additionally, the chapter defines stress and its potential sources, and examines individual and organizational approaches for managing stress.
The document discusses the values, assumptions, and beliefs underlying organization development (OD). It outlines how early OD was influenced by humanistic values that promoted democratic practices and viewing people positively. The implications of these values were to design organizations that treated individuals and groups in a way that was supportive of growth, risk-taking, and collaboration. This laid the foundation for OD and guided its implementation to create high performing organizations while maintaining a humane approach.
The document provides information about problems facing two stores of a furniture company in Egypt. It is experiencing reduced sales, revenue, and customer satisfaction. The staff in these stores are old with good experience but low motivation and morale.
The consultant identifies issues including lack of ability due to insufficient resources and skills, lack of motivation due to no incentives or penalties, poor manager relationships, and low morale. Objectives are set to improve performance, communication, set clear goals, and share information.
Actions proposed include job enlargement, enrichment, and rotation to increase tasks, responsibility, and prevent boredom. Principles of enrichment focus on more autonomy, responsibility and recognition. Simplification divides complex tasks while rotation prevents monotony
Individual behavior in organizations is influenced by many personal and environmental factors. Personal factors include an individual's personality, perceptions, attitudes, values, and learning. Environmental factors that influence behavior include political, economic, socio-cultural, and technological factors within the environment as well as organizational factors like structure, leadership, and rewards. To understand human behavior in organizations, it is important to carefully study all the factors that influence individual behavior.
Diversity in organizations is increasing as the U.S. workforce becomes more diverse. To adapt, organizations must implement diversity management strategies to be aware of and sensitive to differences. Surface-level diversity includes characteristics like race, gender, and age that are easily observed, while deep-level diversity involves less visible attributes like values and personality. Both types of diversity can impact work performance and employee experiences. Effective diversity programs teach managers about legal protections, attract diverse candidates, and foster development practices that benefit all workers. Considering cultural differences is also important for diversity strategies in a global context.
- Organizational change is any alteration of an organization's people, structure, or technology. The "calm waters" view sees change as occasional disruptions that can be planned using Lewin's three-step model, while the "whitewater rapids" view sees change as ongoing and continual.
- Forces for change can come from external factors like the marketplace, government regulations, technology changes, or the economy, or internally from changes to strategy, workforce, jobs, or employee attitudes. Managers and consultants can act as change agents to initiate and manage change.
- Planned changes are implemented through organization development, which facilitates long-term organization-wide changes by constructively changing attitudes and values so the organization
This document discusses various types of structural interventions in organizations. Structural interventions aim to improve organizational effectiveness through changes to tasks, structures, technology, and goals. Some key structural interventions mentioned include socio-technical systems, self-managed teams, work redesign, management by objectives, quality circles, quality of work life projects, and total quality management. Each intervention is briefly described in one or two sentences with their focus and approach.
The document discusses the concept of business environment and its importance for strategic management. It defines business environment as all internal and external factors that influence organizational operations and performance. The key components discussed include internal environment, task environment, general environment, Porter's five forces model, and methods of environmental analysis like scanning, monitoring, and assessment. Conducting environmental analysis is important for strategic management as it helps organizations identify opportunities/threats and formulate strategies to adapt to the changing business landscape.
This document discusses several approaches to industrial relations:
- The unitary approach views the organization as having a single authority structure and emphasizes cooperation over conflict.
- The pluralistic approach sees organizations as coalitions of competing interests between management and workers/unions. It views some conflict as inevitable.
- The Marxist approach argues that class conflict between workers and owners is inevitable under capitalism and drives social change.
- The human relations approach emphasizes that workers are motivated by psychological and social factors, not just wages, and that participation and good communication reduce workplace friction.
This document outlines the syllabus for a Business Environment course, covering 5 units:
Unit 1 introduces the concept of business environment and its significance, elements, and changing dimensions due to factors like liberalization, privatization, and globalization.
Unit 2 covers the economic environment, including economic systems, policies impacting business like industrial, fiscal, and foreign trade.
Unit 3 addresses the political and legal environment, mentioning acts like MRTP, FEMA, and Consumer Protection.
Unit 4 examines socio-cultural, international factors like social responsibility, groups, and organizations like WTO, IMF that influence business.
Unit 5 discusses the technological environment, focusing on online services, e-commerce,
This document discusses environmental scanning and analysis for businesses. It defines the business environment and its internal and external components. The external environment includes micro factors like shareholders, suppliers, distributors, customers and competitors as well as macro factors such as political, economic, social and technological conditions. Environmental scanning involves monitoring these external and internal factors to identify opportunities and threats. It is important for setting strategy and gaining a competitive advantage. The document outlines various techniques for environmental scanning like surveys, historical analysis and input-output analysis. It also discusses analyzing different parts of the external environment like the natural, societal, task and international environments.
The document discusses various internal and external forces that influence local and international business, using PEST and SWOT analyses. It defines the internal environment as including owners, board of directors, employees, culture, and physical work environment. The external environment includes suppliers, distributors, customers, competitors, and factors like political, economic, social, and technological conditions. PEST analysis assesses these broader factors, while SWOT analysis examines internal strengths and weaknesses and external opportunities and threats. Activities guide applying these analytical tools to better understand a business environment.
The strategic management process has four main steps: 1) Environmental scanning to analyze internal/external factors, 2) Strategy formulation to determine corporate/business/functional strategies, 3) Strategy implementation by designing organizational structure and allocating resources, and 4) Strategy evaluation by assessing strategies and performance and taking corrective actions. It is a continuous process of appraising the business, industries, competitors, and reassessing strategies to achieve goals. Competitive advantages do not last forever as rivals can eventually duplicate a firm's resources and capabilities over time through developing their own unique strengths.
The document discusses the business environment and factors that affect the location of businesses. It defines business environment as conditions outside a business's control that influence its operations. The business environment has two components - the internal environment within a business's control, and the external environment beyond its control. The external environment includes numerous political, social, economic, technological, legal, and environmental factors. When determining a location, businesses consider various internal factors like suppliers, customers, and competitors, as well as external factors such as availability of raw materials, labor, transportation/infrastructure, capital, government policies, and climate/natural conditions. Proper analysis of the business environment helps businesses identify strengths, weaknesses, opportunities, and threats to survive and grow.
The document summarizes the key factors in the HRM environment, including the external environment and internal environment. The external environment includes political/legal, ethical, economic, social, and technological factors outside an organization's control. The internal environment encompasses an organization's vision, leadership style, structure, job nature, and work groups. Analyzing both environments is important for organizations to proactively address opportunities and threats rather than just reacting to changes in the competitive landscape.
This document discusses environmental appraisal and business environment. It defines environment and describes the characteristics and types of business environment, including internal and external factors. The external environment is further divided into micro and macro factors. The roles of government in the business environment are regulatory, participative, and protective. Key sectors of the business environment are also outlined such as economic, international, market, political, regulatory, socio-cultural, supplier, and technological. The document also discusses environmental scanning, approaches to scanning, and SWOT analysis.
The document discusses the phases of business continuity planning. It outlines five key phases: 1) BCP Governance which establishes control structures like steering committees and working groups, 2) Business Impact Analysis to analyze how disruptions impact operations, 3) Developing documents, controls, and arrangements like response plans and alternate sites, 4) Readiness activities, and 5) Assessment processes. It focuses on the Business Impact Analysis phase, outlining various analyses needed like supply chain impacts and identifying critical business components, areas of revenue loss, insurance needs, and current recovery capabilities. The goal is to understand potential impacts of disruptions and inform the business continuity plan.
The document discusses the business environment, including its definition, concepts, significance, nature, elements, and economic factors. It defines business environment as the aggregate conditions surrounding and influencing a business. The forces that make up the business environment are suppliers, competitors, consumer groups, government, customers, economic conditions, and more. Understanding the business environment is important for identifying opportunities and threats, tapping resources, coping with changes, assisting in planning, and improving performance. The economic environment influences businesses through factors like demand, interest rates, inflation, recession, income, employment, taxes, and consumer confidence. Government economic policies and reforms also impact businesses. Public sector development has contributed to capital formation, infrastructure growth, export promotion, import substitution, income generation
This document outlines a Masters module on Corporate Governance. It covers five parts: definitions and concepts of governance, the history and evolution of governance in different countries, governance issues for entities, control issues, and integrating governance and communication. Regarding history, corporate failures in the US, UK, Germany and India prompted the development of governance standards. In the US, the Sarbanes-Oxley Act legislated reforms, while the UK relied on voluntary codes beginning with the Cadbury Report in 1992 and culminating in the 2010 UK Code. Germany adopted the voluntary Cromme Code, while India developed several codes in response to accounting scandals. The module aims to impart skills for directing entities to meet stakeholder interests.
The document provides an overview of organizational behavior and human resource management. It discusses how organizations are systems that convert various inputs into outputs through coordinated processes. The key points made are:
1) Human resources are an organization's most valuable asset and human resource management involves developing employees' skills while also achieving organizational goals.
2) Organizational behavior studies how individuals and groups act within organizations from various perspectives.
3) Organizations can be viewed as systems that take various inputs like resources, processes them, and produce outputs and outcomes to accomplish overall goals.
The document discusses environmental scanning, which it defines as the process organizations use to monitor and understand external factors in their environment to identify opportunities and threats. It identifies several key aspects of environmental scanning: it involves searching and diagnosing the environment; it is a continuous, exploratory, and necessary process for organizations. The document also outlines various tools for environmental scanning like PESTEL analysis, SWOT analysis, ETOP analysis, and Porter's five forces model of industry analysis. It provides details on how to conduct these different analyses and discusses their benefits for strategic decision making.
Corporate Social Responsibility amount spent by Mahanadi Coalfields Limited, major coal producing company of
India and also one of the eight subsidiaries of Coal India Limited
The document discusses various strategic analysis tools and techniques used to analyze a company's internal strengths and weaknesses as well as external opportunities and threats. It describes Porter's Five Forces framework for industry analysis, which examines the competitive forces that shape an industry and the attractiveness of the industry. It also discusses the SWOT analysis technique for assessing internal strengths and weaknesses and external opportunities and threats. Environmental scanning techniques like ETOP and QUEST are covered, which help identify external factors that may impact a company. The importance of strategic analysis for formulating business strategy is emphasized.
The document discusses the organizational environment and how organizations adapt to their environments. It defines the organizational environment as consisting of internal and external factors. The external environment includes the general environment of broader societal forces and the task environment of specific stakeholders that directly influence the organization. The internal environment comprises owners, management, employees, and culture. Organizations must acquire resources and deliver value to customers while adapting strategies in response to their environments through information management, strategic responses, structural flexibility, and even direct influence on external stakeholders.
The document discusses the key factors that shape a company's strategies. It identifies six main factors: 1) the macro environment, 2) industry analysis, 3) competitor analysis, 4) structural analysis within industries, 5) internal organizational analysis, 6) environmental scanning, and 7) forecasting the environment. Each of these factors represents external forces and internal conditions that influence a company's strategic decision making.
This presentation provides an overview of business environment analysis. It defines business environment as the external factors that influence a company's operations. The document outlines the internal, macro, and micro levels of environment. It also discusses environmental analysis techniques such as scenario planning and forecasting methods. Conducting environmental analysis provides benefits like identifying opportunities and threats. However, limitations include the dynamic nature of the environment making it difficult to predict.
This document provides an overview of strategic management and business environment. It discusses key concepts including the meaning of business environment, features of business environment, importance of understanding business environment, dimensions of business environment including economic, social, technological, political, legal and competitive environments. It also discusses the meaning of strategic management, levels of strategy including corporate, business and functional strategies. Finally, it outlines the importance of vision, mission and values in strategic management.
Business environment refers to internal and external factors that influence a company. The business environment is complex, dynamic, uncertain, and interrelated. It includes clients, suppliers, competitors, owners, technology, legal/government factors, and economic/social trends.
The internal environment comprises factors like the company's vision, management structure, human resources, owners, and technology. The external environment includes suppliers, customers, competitors, the public, financiers, regulators, and strategic partners.
Business environment can be categorized into the internal environment, which the company can control, and the external environment, which includes broader societal forces and industry/market conditions outside the company's control.
Management involves planning, organizing, directing, and controlling the work of others to accomplish organizational goals. The key aspects of effective management include decision making, coordinating activities, utilizing resources, and adapting to changing environments. Management principles have evolved over time based on scientific experimentation and practical experience. Modern management approaches emphasize both the science of planning and measurement as well as the art of leadership and creativity. Effective management is important for organizations to function efficiently and achieve their objectives.
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The document provides an overview of key topics related to the Indian economy including Navratnas, the World Trade Organization, demonetization, and the Goods and Services Tax. It defines these terms and outlines their objectives and advantages and disadvantages. Navratnas refers to nine public sector undertakings given greater autonomy by the government. Demonetization in 2016 aimed to reduce corruption and black money by removing high value currency notes from circulation. The Goods and Services Tax implemented in 2017 unified India's tax system.
Political Science, Power Sharing, Class - 10AnjaliKaur3
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In this PPT, I am discussing following topics:
Belgium and Sri Lanka
Majoritarianism in Sri Lanka
Accommodation in Sri Lanka
Why power sharing is Desirable
Forms of power sharing
Basic terms like civil war, prudential, moral
Indian Economy between 1950 to 1990, Class XIIAnjaliKaur3
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In this PPT, I have explained the following topics in detail. It will be helpful for teachers as well as students.
Content covered:
Economic System
Types of Economic System
Economic planning
Goal of five year plans
Problems faced by Indian Agriculture
Solutions to solve problems faced by Indian Agriculture
Problems under Green Revolution
Importance of Subsidies
Public and Private sectors in Indian Industrial Development
Industrial Policy Resolution, 1956
Industrial License
Industrial Concessions
Small Scale Industries
Trade policies: Import substitution
Also meaning of Green Revolution
This document contains questions on the topic Indian Economy between 1950-1990. Students must solve this assignment on their own. Plan, HYV seeds, marketable surplus etc.
Indian Economy on the eve of Independence
Before British Period
During British Period
Sectors of Indian Economy
AGRICULTURE
INDUSTRIAL
FOREIGN TRADE
OCCUPATIONAL STRUCTURE
DEMOGRAPHY
QUESTIONS
ASSIGNMENT
CLASS X ECONOMICS CHAPTER 1 DEVELOPMENT CBSEAnjaliKaur3
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Synopsis
Development and its features.
Income and other goals
National Development
Comparison among different countries or states
Other criteria for comparing countries
Public Facilities
Educational achievement of Rural Population of U.P.
Body Mass Index (BMI)
Human Development Index (HDI)
Sustainable Development
Sate of Indian Economy on the Eve of Independence, Synopsis:
Before the British Rule
During the British Rule
Components of Indian Economy
Agricultural Sector in India During Colonial Rule
Industrial Sector in India During Colonial Rule
Foreign Trade in India During Colonial Rule
Demography in India During Colonial Rule
Occupational Structure in India During Colonial Rule
Infrastructure in India During Colonial Rule
Positive Impacts of British Rule in India
Class XI AND XII, Economics, NCERT
Theory of Consumer Behaviour Class 12 EconomicsAnjaliKaur3
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This PPT explains the consumer behaviour topic of class 12 Economics. It will be helpful for commerce students and for Teachers looking for a teaching aid.
Introduction To Statistics - Class 11 - CommerceAnjaliKaur3
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This PPT explains the chapter 1 of statistics for class 11. It will be helpful for students preparing for exams and for the teachers to use it as a teaching aid.
How, When And Where - Class 8 - History - (Social Studies)AnjaliKaur3
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This PPT explains history chapter 1 from NCERT book in a very different manner. It will be useful for students and for teachers. It contains more information apart from books and hopefully students will find it interesting as they can relate this topic by going through different examples.
Introduction To Microeconomics - Class 12AnjaliKaur3
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This PPT describes the introduction of microeconomics as a branch of economics. It will be really helpful for class 12 students preparing for their board exam and also for teachers to use it as a teaching aid.
Environment - Class 7 - Geography (Social Studies)AnjaliKaur3
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This PPT is helpful for class 7 students and for teachers looking for teaching aids. This topic is about Environment and I have explained the same in a very simple and interesting manner.
This is class 11 economics topi on sustainable economic development. This topic was also my demo lesson given to me during my Learning Path School interview time. It will be helpful for students and for teachers preparing for different schools demo or interviews.It is helpful for quick revision as well.
This PPT explains the concept of polynomial in detail. It describes the meaning of polynomials with the help of different examples.Furthermore different types of polynomials on the basis of degree and number of terms.This will be helpful for students and for teachers.
Sustainable Economic Development - Class 11AnjaliKaur3
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Sustainable Economic Development is very important these days especially for countries like India. This PPT will be useful for the students preparing for their presentations, examinations and for the teachers to use it as a teaching aid.
This document discusses inflation in India. It defines inflation as a sustained increase in prices or reduction in the value of money. Some key points:
- Common indicators of inflation in India include the Wholesale Price Index, Consumer Price Index, and GDP deflator.
- Causes of inflation include demand-pull inflation, cost-push inflation, and factors like increased money supply, population growth, and indirect taxes.
- Effects of high inflation include slowed economic growth, impacts on fixed-income groups, and balance of payments issues.
- Government policies to control inflation involve price controls, monetary policy to manage money supply and interest rates, and fiscal policy like public spending, debt, taxes, and
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
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(๐๐๐ ๐๐๐) (๐๐๐ฌ๐ฌ๐จ๐ง ๐)-๐๐ซ๐๐ฅ๐ข๐ฆ๐ฌ
๐๐ข๐ฌ๐๐ฎ๐ฌ๐ฌ ๐ญ๐ก๐ ๐๐๐ ๐๐ฎ๐ซ๐ซ๐ข๐๐ฎ๐ฅ๐ฎ๐ฆ ๐ข๐ง ๐ญ๐ก๐ ๐๐ก๐ข๐ฅ๐ข๐ฉ๐ฉ๐ข๐ง๐๐ฌ:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
๐๐ฑ๐ฉ๐ฅ๐๐ข๐ง ๐ญ๐ก๐ ๐๐๐ญ๐ฎ๐ซ๐ ๐๐ง๐ ๐๐๐จ๐ฉ๐ ๐จ๐ ๐๐ง ๐๐ง๐ญ๐ซ๐๐ฉ๐ซ๐๐ง๐๐ฎ๐ซ:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
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In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
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The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
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Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
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Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
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The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
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A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
2. Synopsis
1. Definition
2. Components Of Business Environment
3. Overview Of Business Environment
4. Complexity In Business Environment
5. Diversity In Business Environment
6. Concept Of Business Cycle
7. Stages Of Business Cycle
8. Importance Of Scanning Environment
9. Techniques Of Scanning Environment
10. Political Environment
11. Political Institutions
12. Fundamental Rights
13. Directive Principles Of State Policy
3. Definition
Business environment means all of the internal
and external factors that affect how the
company functions including employees,
customers, management, supply and demand
and business regulations.
An example of a part of a business environment is
how well customers' expectations are met.
4. Components of Business Environment
The two components of business environment:
1) Internal Environment - Includes factors which
affects business from within. For example,
machinery, employees, company policies, etc.
2) External Environment - Includes factors which
affects business from outside and it cannot be
control as they are external.
5. Components of Business Environment
External environment is of two types:
1) Micro Environment - It consists of the factors in
the companyโs immediate environment that affects
companyโs performance. It includes elements like
suppliers, public, competitors, etc.
2) Macro Environment - It consists of the factors
which are uncontrollable and need proper
attention. It includes elements like political,
economic, social, technological (PEST), etc.
6.
7. Overview of Business Environment
Changes in business
environment are
unpredictable. Business
environment differs from
place to place and country
to country.
Political conditions in India
differs from those in
Pakistan.
8. Complexity in Business Environment
Complexity is an important hallmark of the 21st
century. It is evident not only in business, but in
every area of the globalized world in which we live.
It arises due to the following reasons:
1) Interconnection of Countries
2) Interconnection of Industries
3) Interconnection of Companies
4) Interconnection of People
5) Diversity
9. Diversity in Business Environment
Diversity in business
environment can be
various types such as:
1) Diversity in
Management -
It using best practices
with proven results to
find and create a diverse
and inclusive workplace.
10. Diversity in Business Environment
2) Diversity in Employees -
Workplace diversity refers to
the variety of differences
between people in an
organization.
It includes race, gender, age,
personality, tenure,
organizational function,
education, background and
more.
11. Diversity in Business Environment
3) Diversity in Suppliers -
Supplier diversity is a
business strategy that
ensures a diverse supplier
base in the procurement
of goods and services for
any business or
organization.
Common examples are
Small Business Enterprise
(SBE), Minority-Owned
Business Enterprise
(MBE), etc.
12. Concept of business cycle
Business cycle is the periodic movement in the
economic activity measured by fluctuation in
real gross domestic product (GDP) and macro
economic variables.
15. Need to Scan Business Environment
Environmental analysis will help the firm to understand
what is happening both inside and outside the
organization.
Environmental scanning is necessary because there are
rapid changes taking place in the environment that has a
great impact on the working of the business firm.
Analysis of business environment helps to identify
strength, weakness, opportunities and threats. SWOT
analysis is necessary for the survival and growth of every
business enterprise.
16. Need to Scan Business Environment
The following are the need to scan business environment:
1) Identification of Strength - Strength of the business
firm means capacity of the firm to gain advantage over its
competitors. Analysis of internal business environment
helps to identify strength of the firm.
2) Identification of weaknesses - Weakness of the firm
means limitations of the firm. A firm may be strong in
certain areas but may be weak in some other areas.
17. Need to Scan Business Environment
3) Identification of Opportunities - Environmental
analyses helps to identify the opportunities in the
market. The firm should make every possible effort
to grab the opportunities as and when they come.
4) Identification of threat - Business is subject to
threat from competitors and various factors.
Environmental analyses help them to identify threat
from the external environment.
18.
19. Techniques Of Scanning The Environment
1) Executive Opinion Method - Under this
environment is forecasted on the basis of opinion
and views of top executives. A panel is formed
consisting of these executives.
2) Expert Opinion Method - Under this
environment forecasting is based an opinion of
outside experts or specialist. The experts have
better knowledge about market conditions and
customer taste and preferences.
20. Techniques Of Scanning The Environment
3) Delphi Method - It involves forming a panel
of experts and questioning each member of the
panel about the future environmental trend.
21. Techniques Of Scanning The Environment
4) Intuitive Reasoning - Under this, rational and
unbiased intuition is used for environmental
scanning. Environmental dynamics are guessed
individual judgement. Reliability of this method is
questionable.
5) Historical Method - Under this, the
environmental trends are analyzed with the help of
other trends which are parallel to historical trend.
22. Political Environment
Government actions which affects the operations of a
company or business.
These actions may be on local, regional, national or
international level.
Business owners and managers pay close attention to
the political environment to gauge how government
actions will affect their company.
23. Political Institution
Political Institutions includes:
1) Legislature โ To create new laws.
2) Executive โ To implement laws.
3) Judiciary โ To interpret laws and judge whodo
not respect them.
24. Fundamental Rights
The Constitution guarantees six fundamental rights to Indian
citizens as follows:
1) Right to equality - All citizens of the country are equal in
the eyes of law.
2) Right to freedom - According to this every citizen enjoys
freedom of speech and expression, movement, profession,
etc.
3) Right against exploitation - According to this no one can
take work from others without paying the money for his
labour.
25. Fundamental Rights
4) Right to freedom of religion - India has been
declared a secular State. The State itself has no
religion.
5) Cultural and educational rights - According to
this right the people of any part of India, whose
language or culture is separate have the right to
protect and develop it.
6) Right to constitutional remedies - All the citizens
have the right to move to the Supreme Court or to
any of the High Court in India.
26. Directive Principles of State Policy
The concept of Directive Principles of state Policy
was borrowed from Irish Constitution.
These principles relate to social justice, economic
welfare, foreign policy and legal matters.
It aims to create social and economic conditions
under which the citizens can lead a good life.
The directive principles are non โ justifiable rights
to people and are fundamental in the governance
of the country
27.
28. Thank You!
Lesson by
Anjali Kaur Suri
TGT Maths, PGT Economics
M.A. Economics, M.Com (Finance), PGD Banking & Finance, B.A. Hons (Economics), B.Ed (Maths & SST), NISM,
NSDL and IELTS certified.
For enquiries or topic suggestions, email: contact@geniusedu.co.in
Connect on Linkedin: www.linkedin.com/in/anjali-kaur