Impact Of Internal And External Assessments

Impact Of Internal And External Assessmentmos

Most managers in organizations develop strategic plans without realizing the importance of internal and external assessments and their implications on the four functions of management. Assume you are hired as a new manager and you want to improve your company by helping upper management develop a better understanding of these issues. Using the Argosy University online library resources and the Internet, research internal and external assessments. Then respond to the following: Explain the four functions of management and the purpose of internal and external assessments. How would you convince upper management about the importance of internal and external assessments?

How would you demonstrate the critical relationships that exist between assessments and the four functions of management implemented in most organizations? After your initial post, respond to the following: List and examine the key factors you think affect the four functions of management. What do the four functions of management have in common? How do managers at different levels apply the four functions of management? How do the four functions of management affect organizational success?

Paper For Above instruction

The four fundamental functions of management—planning, organizing, leading, and controlling—serve as the cornerstone of effective organizational operation (Koontz & O'Donnell, 1969). These functions facilitate a structured approach to achieving organizational objectives and are deeply interconnected with internal and external assessments, which provide vital information for strategic decision-making.

Internal assessments involve analyzing an organization’s internal environment, including resources, capabilities, and internal processes, to identify strengths and weaknesses (Hitt et al., 2017). External assessments, on the other hand, focus on analyzing external factors such as industry trends, competition, economic conditions, and regulatory environments. Both assessments serve the purpose of informing decision-makers about current conditions and future opportunities or threats, aligning strategic planning with real-world dynamics (Dess et al., 2019).

Convincing upper management of the importance of these assessments requires emphasizing their role in reducing uncertainty and providing a factual basis for strategic decisions. For example, internal assessments reveal resource gaps that need addressing to maintain competitive advantage, while external assessments predict industry shifts that could impact profitability (Porter, 1980). Demonstrating how assessments directly influence each of the four functions makes their value tangible: planning is informed by environmental scanning; organizing aligns resources based on internal strengths and external opportunities; leading motivation and direction are shaped by understanding organizational capabilities and external dynamics; controlling relies on performance data derived from assessments to monitor progress and adjust strategies.

The interdependence between assessments and the four functions underscores that effective management depends on accurate, timely information (Anthony & Govindarajan, 2007). For instance, strategic planning is useless without insight from external assessments about market trends. Similarly, controlling relies on internal assessment data to evaluate performance. Managers at different levels apply these functions uniquely; top executives focus on strategic planning and external environment analysis, while middle managers emphasize organizing and leading team efforts based on assessment insights, and operational managers concentrate on controlling processes to meet performance standards.

The consistent application of these functions fosters organizational success by ensuring adaptability, resource optimization, and goal alignment (Daft, 2018). Thus, internal and external assessments are critical in guiding management functions, ultimately contributing to sustainable organizational growth and competitive advantage.

References

• Anthony, R. N., & Govindarajan, V. (2007). Management control systems (12th ed.). McGraw-Hill Education.
• Daft, R. L. (2018). Organization theory and design (12th ed.). Cengage Learning.
• Dess, G. G., McNamara, G., Eisner, A. B., & Lee, S. H. (2019). Strategic management: Creating competitive advantages. McGraw-Hill Education.
• Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2017). Strategic management: Concepts and cases: Competitiveness and globalization. Cengage Learning.
• Koontz, H., & O'Donnell, C. (1969). Principles of management. McGraw-Hill Book Company.
• Porter, M. E. (1980). Competitive strategy: Techniques for analyzing industries and competitors. Free Press.