For the convenience of analysis, we can divide the external environment into two groups: (a) general environment (or remote environment), and (b) industry environment (some call it the ‘immediate operating environment,’ ‘task environment, or specific environment’). The manager’s response to the external environment would depend upon the availability and the configuration of resource deployment within the organization. Strategic thinking is the ability to analyze the current situation and foresee the future, predicting possible challenges and anticipating opportunities. It’s the ability to see a big picture and understand what consequences can be caused by particular decisions. It involves both analytical and creative skills, to analyze information and identify patterns, as well as to think out of the box and find innovative solutions. A good relationship between the organization and the suppliers is important for an organization to keep a steady following of quality input materials. Suppliers are sources of resources such as raw materials, components, equipment, financial support, services, and Office Supplies. Leaders focus on the big picture. They create and communicate vision, and empower others to carry it out. In other words, they set a direction, help people understand it, and create conditions for them to act and make things happen.

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Therefore, all factors that are likely to affect the business operations of Incepta Pharmaceuticals Limited would be included in the ‘industry environment’ of the company. These factors of the economy always affect the demand for products. During inflation, the company pays more for its resources, and to cover its higher costs, they raise commodity prices. Sometimes, though, the best alternative may not be obvious. That's when a manager must decide which alternative is the most feasible and effective, coupled with which carries the lowest costs to the organization. (See the preceding section.) Probability estimates, where analysis of each alternative's chances of success takes place, often come into play at this point in the decision‐making process. In those cases, a manager simply selects the alternative with the highest probability of success.Based on those resources, the organization can create and deliver value to the customer. This value is fundamental to defining the organization’s purpose and the premise on which it seeks to be profitable. However, all the economic variables in the economy must be treated holistically for the clear envisioning of the entire economy and the market. Socio-Cultural Factors An organization has full control over these situations. Unlike the external environment, firms can directly control the internal environment. If a manager's plan hasn't resolved the problem, he needs to figure out what went wrong. A manager may accomplish this by asking the following questions:

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While one section of an organization faces opportunities, another faces threats from a similar environment, perhaps because of differentiation in their respective resources, capabilities, and entrenched positions within the industry. Are we adding value through research and development or customer service, or by prompt delivery, or by cutting any intermediary which reduces the customers’ costs?

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People professionals face all sorts of contradictory insights and claims about what works and what doesn’t in the workplace. As Daniel Levitin puts it: Although brainstorming is the most common technique to develop alternative solutions, managers can use several other ways to help develop solutions. Here are some examples: Likewise, a leader can be a manager. But it can also be anyone else on the team, if they step into that role. This positive effect is that the customers always have options, and the quality of products goes high.

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We find in first world countries the increasing life span of population, trend towards fewer children, movement of population from rural areas to urban areas, increasing rate of female education, more and more women entering the mainstream workforce, etc. Regulators are units in the task environment that have the authority to control, regulate or influence an organization’s policies and practices. Regarding the industry environment, the important issue to appreciate is that they reside in the immediate competitive situations of a firm. Financial resources include capital used for financing the organization’s operations, including working capital. This way, while leaders are future-oriented, creating an image of future success, managers focus on the present, working on implementing processes here and now. A leader challenges employees, and a manager accepts a status quo.The managerial function of controlling should not be confused with control in the behavioral or manipulative sense. This function does not imply that managers should attempt to control or to manipulate the personalities, values, attitudes, or emotions of their subordinates. Instead, this function of management concerns the manager’s role in taking necessary actions to ensure that the work-related activities of subordinates are consistent with and contributing toward the accomplishment of organizational and departmental objectives. The environmental forces, abstract and visible, need careful analysis. The systematic and adequate analysis produces the information necessary for deciding what strategy to pursue.

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Leaders inspire and motivate, sharing a common goal and giving team members a sense of purpose. This has a couple of important implications for an organization's success. b) Disseminator: Managers who disseminate information pass some of their privileged information to subordinates who otherwise would not have access to it. Here you can communicate potentially useful information to your colleagues and your team. c) Resource Allocator: In this role, the manager must divide work and delegate authority to subordinates. A manager must determine which subordinates will be responsible for which duties. The best way to allocate organizational resources will also need to be determined. Allocating financial resources and assigning staff and other organizational resources are all part of this process.Since the industry contains competition, its analysis brings to light the complexities of the competition and the consequent challenges facing the industry. With over 8 billion population, demographic changes are evident worldwide. There is negative population growth in some countries, and in some countries, couples are averaging fewer than two children. In general, the average age is increasing. In this role, the manager must divide work and delegate authority to subordinates. A manager must determine which subordinates will be responsible for which duties. The best way to allocate organizational resources will also need to be determined. Allocating financial resources and assigning staff and other organizational resources are all part of this process.