Internal and External Factors of Management Essay

IntroductionBusinesses rely heavily on the four basic functions of management Planning, Organizing, Directing, and exacting however, the skilled management of internal and external factors will ultimately determine the longevity of the company. Management teams ar measured on how quickly they can general anatomy a company over a short period. However, the real measure is how well a company can continue to grow. Company success is continually evolving as the world changes, making it difficult on management teams to adapt as internal and external forces mold new paths. Google is a prime fashion model of a leading company who must constantly evaluate their business objectives to keep up with the changing technological landscape.Traditional business models use a top down approach may leave the company unable to change, as the business leader is unable to change. It is n unmatchableworthy that neither Larry Page nor Sergei Brin, Googles founders, has proclaim himself chief softw ato mic number 18 architect, the badge Bill Gates wears at Microsoft (Hamel, 2006) Instead the founders substantiate designed a concept the makes every idea standstill on its own merits. Internal and external factors such as Globalization, Technology, Innovation, Diversity, and Ethics carry large weight in management strategies and the method in which ideas are executed.PlanningPlanning is the first of the four management functions. Google manages to plan for their future by recognizing that planning requires research and development. Investing in new technologies takes time and money, and not every cent or minute can be dedicated to research without other sources for income. This is why Google invest in smaller companies to fund the phylogeny of change in the technological world. So even though the companys overall offshoot may experience slow periods the overall income will continue to grow with the acquisition of these multiple smaller companies.OrganizingOrganizing is attracting people to the organization as well as assembling and coordinating the human, financial, physical, informational, and other resources needed to compass goals. Google is famously elitist when it comes to hiring. It understands that companies begin to slide into mediocrity when they start to hire mediocre people. Googles grueling hiring process, akin to a Mensa test, values nonconformity nearly as highly as genius. (Hamel,2006) Google also allows their employees 20% creative time, which is off budget, and off project. This off shift time can attribute to some of Googles or so profitable ideas and software implementation. Providing the creative outlet for the companys highly creative employees has yielded great results and is part of Googles overall planning model.Hamel, G. (2006, Apr 27). Management a la google. The Wall Street Journal Asia. Retrieved from http//search.proquest.com/docview/315425991?accountid=35812The ultimate test of any management team is not how fast it can grow i ts company in the short-term, but how consistently it can grow it over the long-term. In a world where change is relentless and seditious, this demands a capacity for rapid strategic adaptation. In many cases, companies havent been changing as fast as the world around them.What the laggards have failed to grasp is that what matters most today is not a companys competitive advantage at a point in time, but its evolutionary advantage over time. Google gets this. While Googles growth will inevitably slow, theres a good chance that its revenues will arc upward for years. Why? Because its novel management system seems to have been designed to guard against the risk factors that so often erode an organizations evolutionary potential When power is concentrated at the top, a tradition-bound executive director team can hold a companys capacity to change hostage to its own ability to adapt.Thats why it usually takes a financial meltdown and leadership change to set a company on a new course. It is noteworthy that neither Larry Page nor Sergei Brin, Googles founders, has proclaimed himself chief software architect, the badge Bill Gates wears at Microsoft. Rather than assume theyre infallible seers with a divine right to dictate Googles next strategy and the one after that, Messrs. Page and Brin have created a Darwinian environment in which every idea must compete on its merits, not on the grandeur of its sponsors title. Google understands that even as its ramping up todays business model, it has to be buying options on the future by creating a lot of little Googlettes. Evolution demands a lot of new experiments but experimentation takes time and money, scarce commodities when every minute of arc of time and every dollar of capital have already beenallocated to some mission critical project.Thats why every Google developer can spend up to 20% of his time working on off-budget, out-of-scope projects. This time is more than a perk its Googles seed corn for the future. The payoff? In one recent period, more than half of Googles newly launched products could trace their origins to a 20% project. You have requested on-the-fly machine displacement reaction of selected content from our databases. This functionality is provided solely for your gismo and is in no way intended to replace human translation. 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