how does internal and external factors effect the 4 functions of management?
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It depends on what the 4 functions of management are.  Try reading the chapter like a good student.
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The answer is company officers.  They are internal.  All of the others are external.
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Exposure to modern management practises\nmore oppurtunity to grow\nmore exposure\nmore challenges
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Internal business environment are the strength and weakness your business has. The strength that makes you work, that makes you different from other business companies and the weaknesses that you must look into, the weaknesses that you must convert in to your strength in near future.\n\nExternal Business Environment is the Opportunity and Threats your company might get in to. you must me smart enough to identify your opportunity and grab it . And also the near threats you are going to face.\n\nIt can be said that internal environment comprise of you manpower,money,materials,etc  and external comprises of the market situations,government policies,etc
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Hi Ricardo,\n\nI think you need to look at the centralisation of the management structure and production processes.\n\nReduction in overheads.\n\nPossibly more effective inter-departmental lines of communication.\n\nEasier customer/supplier liason.\n\nPossible reduction in staff liabilities. (wages etc.)\n\nJust a few ideas to get you going. \nHope your studies are progressing well.\n\nGood luck
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1) Design - You need a plan and a strategy to make a product improve in quality and performance.\n2) Testing and implementation - You need to test the implementation of the product and make sure it is executed without errors.\n3) Project Management - This is a key strategical device. You need good project management for the outcome of the product to be successful.
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management is not only mathematics , it is also experience and knowledge .\nwhen you want to know the cost of your product , you have to use mathematics to calculate the manpower cost , machines cost and material cost .\nin the same time you have to give a price can make a competition with other companies and takes  costumer satisfaction .
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The following often result in conflict.\nCompetition\nClash of interests\nDifferent goals\nAggression\nFrustration
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increased efficiency and productivity = increased profits\ndepartmental QM only affects isolated areas where TQM affects the entire company as a whole and improves overall operation of the organization.
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It is management's responsibility to ensure that systems thinking is utilized throughout the Systems Development process. \n\nManagement complements the SDLC when it comes to Project Quality. It provides a method of managing these unique project efforts, which increases the odds of attaining cost, schedule and quality goals. \n\nThe primary benefits of a good Management Process will:\n\nProvide consistency of success with regard to Time, Cost, and Quality objectives\n\nEnsure customer expectations are met\n\nCollect historical information/data for future use\n\nProvide a method of thought for ensuring all requirements are addressed through a comprehensive work definition process\n\nReduce Risks associated with the project\n\nMinimize scope creep by providing a process for managing changes\n\n\nWithout strong management support, circumstances will affect our ability to satisfy the customer and meet our project and product objectives. Management that is willing to intervene, when asked to, will further increase the probability of successfully delivering a quality product.
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Because the Executives in Charge feel that Risk Management is costly and non productive.  Many large Organizations, will cut out functions that they consider non-productive like Quality Control, Internal Audit etc.  The truth is that Executives do not know how to Manage those functions, so they would rather not have them.
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I don't think that answer can be done on a Yahoo board.  ISO 14000 like all quality assurance techniques is changing the way people think, not getting people to conform to the minimum.  Therefore the answer is firm dependent.  I will give you an idea on why.\n\nThere are three governing principles in organizational structures.  All organizations are driven by them.  They are autonomy, control and cooperation.  Autonomy driven corporations have to completely internalize the ideas in the work world because management must of necessity be weaker than in control oriented organizations which must completely reorganize and reprocess their firms to accomplish the same thing.  I don't know which one is more difficult.  This is an assessment issue and not a Yahoo Answers issue.
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The function of a professionally managed portfolio is to make money for the manager.  He/she accomplishes that best by making a little money for the person who gave the money to manage.  That way more people are encourage to give money and therefore increase the management fees which are a percentage of the assets under management.
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There are several factors, but I would consider a companies ability to inspire their employees to be one of the biggest factors. An inspiring management team, especially those in very high levels can really trickle down to the production floor. Plant meetings, and regular quality meetings with some one who is articulate, and inspiring as a leader can make all the difference. \n\nI also think output, and quality are direct results of making the production floor as clean and well organized as possible. If parts are where they need to be, the workers can access them quickly. If the production floor is clean, then it gives the appearence and feel of quality, and less clutter avoids mistakes.\n\nComfort is also important. The more comfortable workers are with their work enviroments then the more able they will be to produce high quality, and high output. \n\nLastly, I think its important to treat employees with respect, as if they own a part of the company. Listening alone is often enough. You don't always have to implement their suggestions, but allowing them to express their ideas makes them feel like part of a team, rather then just a card puncher. These factors all help with output, and quality.
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I believe that there are different meanings because of the various functions HR managers perform.  They're so many specialized areas that one can concentrate in, so HR can have different meanings.  For example payroll, hiring, dealing with benefits,and implementing training.
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1. For example if the business is dealing with any other country like US or Pak, the business will depend on the political relations between the that country and India.\n\n2. Same way, the policy of the Govt. (i.e. budget, incentives, subisidies, etc) also change with the change in the political scenario. This also affects the way the business is managed.\n\n3. Currently the govt. is considering to enter the reservation system in the private sector businesses. This also will affect the HR policies, quality of firms HR , etc.\n\n4. If the govt. changes it is affected (For ex. Now the Left parties like CPM are opposing the disinvestment decisions taken by NDA govt.)\n\nHope u got it. :-)
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Administrators, broadly speaking, engage in a common set of functions to meet the organization's goals. The idea of a set of standard administrative functions carries back to Luther H. Gulick, who in 1937 established the acronym POSDCoRB (pronounced "poz dee korb") which stood for planning, organizing, staffing, directing, coordinating, reporting, and budgeting. Gulick's set of functions has been refined and condensed several times, resulting in the currently utilized five-step model: 1) planning, 2) organizing, 3) staffing, 4) directing, and 5) controlling\n\nPlanning is deciding in advance what to do, how to do it, when to do it, and who should do it. It bridges the gap from where the organization is to where it wants to be. The planning function involves establishing goals and arranging them in logical order. Administrators engage in both short-range and long-range planning. \nPlanning has both symbolic and functional value. The resulting plan provides standing information to members/employees of the organization, and it convinces stake holders to buy into the organization's goals. \nOrganizing involves identifying responsibilities to be performed, grouping responsibilities into departments or divisions, and specifying organizational relationships. The purpose is to achieve coordinated effort among all the elements in the organization. Organizing must take into account delegation of authority and responsibility and span of control within supervisory units. \nStaffing means filling job positions with the right people at the right time. It involves determining staffing needs, writing job descriptions, recruiting and screening people to fill the positions. \nDirecting is leading prople (see Leadership) in a manner that achieves the goals of the organization. This involves proper allocation of resources and providing an effective support system. Directing requires exceptional interpersonal skills and the ability to motivate people. One of the crucial issues in directing is to find the correct balance between emphasis on staff needs and emphasis on production. \nControlling in the function that evaluates quality in all areas and detects potential or actual deviations from the organization's plan. This function's purpose is to ensure high-quality performance and satisfactory results while maintaining an orderly and problem-free environment. Controlling includes information management, measurment of performance, and institution of corrective actions. \nBudgeting, excepted from the above list, incorporates most of the administrative functions, beginning with the implementation of a budget plan through the application of budget controls.