This paper will explore these theories and their impact on organizational structure.The paper will then analyze the most prevalent factors in the external environment today and the adjustments that managers may make in response to the prevalence of these factors.No matter which framework, model or technique the manager chooses, the ways in which the manager reacts to the information and insight gained can fluctuate wildly.
Consider one growth economy in particular -- Thailand.
At one point christened a new "tiger," Thailand has in the past fifteen years seen a currency collapse, a coup and now faces more political instability.
Today, these elements that managers are most likely to encounter are the economic, technological and political elements.
These frameworks have proven useful and call attention to the most important elements of the external environment.
Though not all text can fit snugly into one of the patterns of organizations explained in this website, the purpose of this website is to prepare students to identify text structure on standardized tests. RI.4.5 – Describe the overall structure (e.g., chronology, comparison, cause/effect, problem/solution) of events, ideas, concepts, or information in a text or part of a text.
Though requirements vary from state to state, in many states, students are required to accurately identify the text structure in specific passages. R.5 – Analyze the structure of texts, including how specific sentences, paragraphs, and larger portions of the text (e.g., a section, chapter, scene, or stanza) relate to each other and the whole. Introduction Most management thinkers conceptualize the external environment with the use of models -- the PEST analysis or Porter's Five Forces model, or the opportunities and threats in the SWOT analysis.These models serve as a convenient framework that guides managers into seeking certain points of knowledge.Management theorists expound upon the virtues of each technique (Burke, van Stel & Thurik, 2010) or offer their own adaptations of these frameworks (Grundy, 2006) with the intent of making them more practical for real world management.While these frameworks are widely taught, they may not be widely used.Yet, their influence is widely felt not for the least reason that they accurately reflect the ways in which real world managers conceptualize the environment.Academics and management gurus seek to translate the real world and its problems into neat models easily understood by managers.All global economies matter as businesses take on a global scope.Another significant element in the external environment is the technological environment.Chunhachinda (2008) studied the issue of capital flight during times of political and economic stability in Thailand and found that during times of political instability capital flight occurs, resulting in economic losses for firms operating in that market.These findings could reasonably be extrapolated to much of the developing world.