HUM221

BUSINESS ADMINISTRATION LEC

LECTURE (3)

The internal work environment in

organizations
 PLANNING AHEAD
STUDY QUESTIONS

What is the The internal work environment

in organizations ?
What are the elements of the internal work
environment in organizations?
WHAT IS THE ENVIRONMENT OF ORGANIZATIONS?
WHAT IS THE INTERNAL ENVIRONMENT OF
ORGANIZATIONS?

The Internal Environment

An organization's internal environment is composed of
the elements within the organization, including current
employees, management, and especially corporate
culture, which defines employee behavior.

Although some elements affect the organization as a

whole, others affect only the manager. A manager's
philosophical or leadership style directly impacts
employees.
1) VISION STATEMENTS & MISSION STATEMENT

Vision Statements:
. A Vision Statement describes the desired future
position of the company
A Mission Statement defines the company’s business,
its objectives and its approach to reach those objectives.

Elements of Mission and Vision Statements are often

combined to provide a statement of the company’s
purposes, goals and values.
However, sometimes the two terms are used
interchangeably.
E;VISION ,MISSION AND VALUES
AN ORGANIZATION'S MISSION STATEMENT
describes what the organization stands for and why it
exists.
It explains the overall purpose of the organization and
includes the attributes that distinguish it from other
organizations of its type.
A mission statement should be more than words on a
piece of paper; it should reveal a company's philosophy,
as well as its purpose. This declaration should be a
living, breathing document that provides information for
the members of the organization.
EFFECTIVE MISSION STATEMENTS
A mission statement should answer the questions, “What
are our values?” and “What do we stand for?” This
statement provides focus for an organization by rallying
its members to work together to achieve its common
goals.
But not all mission statements are effective in
businesses. Effective mission statements lead to effective
efforts.
In today's quality‐conscious and highly competitive
environments, an effective mission statement's purpose is
centered on serving the needs of customers.
A GOOD MISSION STATEMENT IS IDENTIFYING THE
FOLLOWING INTENTS OF A COMPANY

Customers — who will be served

Products/services — what will be produced
Location — where the products/services will be
produced
Philosophy — what ideology will be followed

Company policies are guidelines that govern how certain

organizational situations are addressed.
COMPANIES USE MISSION AND VISION STATEMENTS TO:

Internally
Guide management’s thinking on strategic issues, especially
during times of significant change
Help define performance standards
Inspire employees to work more productively by providing
focus and common goals
Guide employee decision making
Help establish a framework for ethical behavior
Externally
Enlist external support
Create closer linkages and better communication with
customers, suppliers and alliance partners
Serve as a public relations tool
THE ORGANIZATIONAL CULTURE
Th Organizational culture is the collection of values,
expectations, and practices that guide and inform the
actions of all team members. Think of it as the collection
of traits that make your company what it is.
3 main components make up an organization's
culture:
Values
Rites and rituals
Social network
A great culture exemplifies positive traits that lead to
improved performance, while a dysfunctional company
culture brings out qualities that can hinder even the most
successful organizations.
THE ORGANIZATIONAL CULTURE
is the collective values, norms and beliefs of the
organization — also known as “how things are done
around here.” It’s the backdrop for everything that
happens at your company and the day-to-day experience.
For example:
Do employees feel valued?
Can they get their work done?
Do we tell the truth to each other?
Do we give honest feedback?
Do we speak the truth to leaders?
Do leaders always “win” the conversation?
2) RESOURCES:

Resources are the people, information, facilities,

infrastructure, machinery, equipment, supplies, and
finances at an organization's disposal.
People are the paramount resource of all organizations.
Information, facilities, machinery equipment, materials,
supplies, and finances are supporting, nonhuman
resources that complement workers in their quests to
accomplish the organization's mission statement.
The availability of resources and the way that managers
value the human and nonhuman resources impact the
organization's environment.
THE TYPES OF BUSINESS RESOURCES
The types of business resources are divided into four
different types :
Physical Resources - Human Resources
Intellectual Resources - Financial Resources
1) Physical Resources :
These are considered as tangible assets which the
organization uses to create value offering and value
proposition to its customers.
Physical resources may include the equipment, buildings,
inventory, the manufacturing plant which are extremely
crucial for the business to function properly.
2) Human resources :
Employees are considered in the most underrated Assets
of any organization. They are important for the
functioning of any organization without which the
activities of an organization will come to a standstill.
3) Intellectual resources :
These are the types of business resources which are
nonphysical and intangible in nature like patents of the
product , brands of the organization.
4) Financial resources :
These often include cash, credit, and lines of credit along
with the ability to have options of stock plans for the
employees of the organization
3)PHILOSOPHY:
A business philosophy is a set of principles and believes
that a company uses to decide how to handle different
areas of operation.
A business philosophy outlines the business's purpose
and its goals. It could also list the specific values that are
important to the employees, executives or boundaries,
which can help the business feel more personal to those
individuals
 With my best
wishes for success

Dr. Shaimaa Elgendy

 HUM221
BUSINESS ADMINISTRATION LEC

LECTURE (1 )
Dr. shaimaa elgendy

How to write a business plan

 PLANNING AHEAD
STUDY THE FOLLOWING

How to write a business plan?

10 steps will guide you throughout the

creative process and serve as your table of
contents in the final version:
HOW TO WRITE A BUSINESS PLAN?

10 steps will guide you throughout the

creative process and serve as your table of
contents in the final version:
HOW TO WRITE A BUSINESS PLAN?
1. Executive summary
2. organization vision
3. Company description
4. organization mission
5. Market research and potential
6. Competitive analysis
7. Product or service
8. Organization strategy
9. Marketing and sales strategy
10. Business financials
 With my best
wishes for success

Dr. Shaimaa Elgendy

 HUM221
BUSINESS ADMINISTRATION LEC

LECTURE (2)

CHAPTER 1:
Definition of Management
 STUDY QUESTIONS
What is the definition of administration
according to the opinion of scientists?
or Explain with the drawing
Various definitions of the concept of
management with clarification of any
definitions consistent with your personal
opinion?
Definition of Management :

Different experts have defined the term

“Management”. Some of these definitions are
given below:-“To manage is to forecast and plan,
to organize, to co-ordinate and to control.” –
Henry Fayol
“Management is a distinct process consisting of
planning, organizing, activating and controlling
to determine and accomplish the objectives by
the use of people and resources.”- G.R. Terry

“Management is simply the process of decision

making and control over the action of human
beings for the express purpose of attaining
pre-determined goals.”- Stanley Vance
Q2)EXPLAIN WITH THE DRAWING THE MOST
IMPORTANT MANAGEMENT FUNCTIONS?
PLANNING:

The function of management of systematically

making decisions about the goals to be achieved
and activities or actions needed to achieve those
that an individual, a group, a work unit
or the overall organization will pursue in the
future. Plans are developed for the entire
organization unit and individuals for certain
period of time. Its activities include:-
Analyzing the current situation.
Anticipating the future.
Determining the organizational objectives.
Deciding the activities to be involved.
Choosing strategies.
Determining resources to achieve organizational
goals.
ORGANIZING:

The management function of assembling and

coordinating human, financial, physical,
information and other resources needed to
achieve organizational goals. Its activities
include:-
Specifying Job responsibilities
Grouping jobs into work units.
Resource allocation.
DIRECTING:
The management function that involves the
manager's efforts to stimulate high performance
by employees and includes directing, motivating
and communicating with employees,
individually and in groups.
Its activities include:
Directing the workforce.
Motivating your subordinates.
Communicating with employees
Leadership
CONTROLLING:
The function of management of monitoring
progress and making needed changes to make
sure that the organizational goals are achieved.
Its activities include:
Setting performance standards that indicate
progress toward long-term goals.
Monitoring staff performance through
performance data evaluation.
Identifying performance problems by comparing
performance data against standards and take
corrective actions.
COMPARE BOTH THE PLANNING AND CONTROLLING PROCESS
WITHIN ANY ORGANIZATION?

Planning:
It is the first and foremost function of management, i.e. to
decide beforehand what is to be done in future. It
encompasses formulating policies, establishing targets,
scheduling actions and so forth.
Controlling:
The controlling function of management involves a number
of steps to be taken to make sure that the performance of the
employees is as per the plans. It involves establishing
performance standards and comparing them with the actual
performance. In case of any variations, necessary steps are
to be taken for its correction.
COMPARE BOTH THE ORGANIZING AND COORDINATION PROCESS
WITHIN ANY ORGANIZATION?

Organizing:
Once the plans are formulated, the next step is to
organize the activities and resources, as in identifying
the tasks, classifying them, assigning duties to
subordinates and allocating the resources.
Coordination
is an important feature of management which means
the integration of the activities, processes and
operations of the organization and synchronization of
efforts, to ensure that every element of the organization
contributes to its success.
COMPARE BOTH THE STAFFING AND DIRECTING PROCESS
WITHIN ANY ORGANIZATION?

Staffing:
It involves hiring personnel for carrying out various
activities of the organization. It is to ensure that the
right person is appointed to the right job.
Directing:
It is the task of the manager to guide, supervise, lead
and motivate the subordinates, to ensure that they work
in the right direction, so far as the objectives of the
organization are concerned.
My best wishes for success and
success

Dr/ shaimaa elgendy

 HUM221
BUSINESS ADMINISTRATION LEC

LECTURE (5)

CHAPTER NINE:
Summary of the most important questions
for the lectures1&2
 STUDY QUESTIONS
What is the definition of administration
according to the opinion of scientists?
or Explain with the drawing
Various definitions of the concept of
management with clarification of any
definitions consistent with your personal
opinion?
Definition of Management :

Different experts have defined the term

“Management”. Some of these definitions are
given below:-“To manage is to forecast and plan,
to organize, to co-ordinate and to control.” –
Henry Fayol
“Management is a distinct process consisting of
planning, organizing, activating and controlling
to determine and accomplish the objectives by
the use of people and resources.”- G.R. Terry

“Management is simply the process of decision

making and control over the action of human
beings for the express purpose of attaining
pre-determined goals.”- Stanley Vance
Q2)EXPLAIN WITH THE DRAWING THE MOST
IMPORTANT MANAGEMENT FUNCTIONS?
PLANNING:

The function of management of systematically

making decisions about the goals to be achieved
and activities or actions needed to achieve those
that an individual, a group, a work unit
or the overall organization will pursue in the
future. Plans are developed for the entire
organization unit and individuals for certain
period of time. Its activities include:-
Analyzing the current situation.
Anticipating the future.
Determining the organizational objectives.
Deciding the activities to be involved.
Choosing strategies.
Determining resources to achieve organizational
goals.
ORGANIZING:

The management function of assembling and

coordinating human, financial, physical,
information and other resources needed to
achieve organizational goals. Its activities
include:-
Specifying Job responsibilities
Grouping jobs into work units.
Resource allocation.
DIRECTING:
The management function that involves the
manager's efforts to stimulate high performance
by employees and includes directing, motivating
and communicating with employees,
individually and in groups.
Its activities include:
Directing the workforce.
Motivating your subordinates.
Communicating with employees
Leadership
CONTROLLING:
The function of management of monitoring
progress and making needed changes to make
sure that the organizational goals are achieved.
Its activities include:
Setting performance standards that indicate
progress toward long-term goals.
Monitoring staff performance through
performance data evaluation.
Identifying performance problems by comparing
performance data against standards and take
corrective actions.
Q3)EXPLAIN WITH THE DRAWING THE DIFFERENT
ADMINISTRATIVE LEVELS?
 Top-Level Management:
This is the highest level in the organizational hierarchy,
which includes Board of Directors and Chief
Executives. They are responsible for defining the
objectives, formulating plans, strategies and policies.

Middle-Level Management:
It is the second and most important level in the corporate
ladder, as it creates a link between the top and lower
level management. It includes departmental and
division heads and managers who are responsible for
implementing and controlling plans and strategies which
are formulated by the top executives.
 Lower Level Management:
Otherwise called as functional or operational level
management. It includes first line managers, foreman,
supervisors. As lower level management directly
interacts with the workers, it plays a crucial role in the
organization because it helps in reducing wastage and
idle time of the workers, improving the quality and
quantity of output.
The three management levels form the
management hierarchy that represents the
position and rank of executives and managers in
the chart
COMPARE BOTH THE PLANNING AND CONTROLLING
PROCESS WITHIN ANY ORGANIZATION?

Planning:
It is the first and foremost function of management, i.e. to
decide beforehand what is to be done in future. It
encompasses formulating policies, establishing targets,
scheduling actions and so forth.
Controlling:
The controlling function of management involves a number
of steps to be taken to make sure that the performance of the
employees is as per the plans. It involves establishing
performance standards and comparing them with the actual
performance. In case of any variations, necessary steps are
to be taken for its correction.
COMPARE BOTH THE ORGANIZING AND COORDINATION PROCESS
WITHIN ANY ORGANIZATION?

Organizing:
Once the plans are formulated, the next step is to
organize the activities and resources, as in identifying
the tasks, classifying them, assigning duties to
subordinates and allocating the resources.
Coordination
is an important feature of management which means
the integration of the activities, processes and
operations of the organization and synchronization of
efforts, to ensure that every element of the organization
contributes to its success.
COMPARE BOTH THE STAFFING AND DIRECTING PROCESS
WITHIN ANY ORGANIZATION?

Staffing:
It involves hiring personnel for carrying out various
activities of the organization. It is to ensure that the
right person is appointed to the right job.
Directing:
It is the task of the manager to guide, supervise, lead
and motivate the subordinates, to ensure that they work
in the right direction, so far as the objectives of the
organization are concerned.
My best wishes for success and
success

Dr/ shaimaa elgendy

 HUM221
BUSINESS ADMINISTRATION LEC

LECTURE (4)

CHAPTER THREE :
external environment factors
 PLANNING AHEAD
STUDY QUESTIONS

what is the external environment of

organizations?
Describe the components of the general
environment?
Explain the five components of the
specific environment?
WHAT IS THE ENVIRONMENT OF ORGANIZATIONS?
WHAT ARE EXTERNAL ENVIRONMENT FACTORS?

External environment factors are elements that exist

outside of a company's internal environment that can
affect a company's operations.

These outside forces can help the business or present

challenges to its current processes.

Managers often keep track of external environment

factors so they can recognize and resolve the issues the
factors cause and make appropriate changes.
WHAT IS THE EXTERNAL ENVIRONMENT OF
ORGANIZATIONS?

The general environment — all of the

background conditions in the external
environment of the organization including:
Economic –Legal-political – norms, customs,
social values Socio-cultural –
philosophy/objectives of political party running
the government Technological – development
and availability of technology Natural
environment – nature and conditions of
environment
WHAT IS THE EXTERNAL ENVIRONMENT OF
ORGANIZATIONS?
7 TYPES OF EXTERNAL ENVIRONMENT FACTORS

Here are the nine types of external environment

factors that affect businesses:
1.Technological factors:
As technology continues to advance, companies can
benefit from these breakthroughs or face challenges in
competing with them.

2. Economic factors:
The state of the economy plays an important role in
every aspect of daily life, from the well-being of
personnel to the ability of a company to thrive.
3. Political and legal factors:
Companies affected by political decisions must modify their
processes to comply with new legislation and regulations, but
doing so can keep them in business.
Policies that can have long-term effects on companies include:
Taxation
Employment law
Competition regulation

4. Demographic factors
Companies with successful products and services evaluate the
demographics of their target market to ensure they meet the needs
of those who benefit from their offerings.
Demographics that affect business decisions and processes
include:
Age
Gender
Nationality
5. Social factors
Where people live, their personal values and their
socioeconomic status affect what, where and why people
make purchases. Businesses take social factors into
consideration when developing and marketing products.
6. Competitive factors
Businesses can increase their market share and stay
relevant to their customers by keeping track of their
competitors. They can identify and evaluate successes
and challenges.
7 .Global factors
Executives have a duty to keep track of both domestic
and global issues, especially if they conduct business
internationally.
DESCRIBE THE COMPONENTS OF THE GENERAL
ENVIRONMENT.

The general environment consists of trends that affect all

organizations.
Because the economy influences basic business decisions,
managers often use economic statistics and business
confidence indices to predict future economic activity.
Changes in technology, which transforms inputs into
outputs, can be a benefit or a threat to a business.
Sociocultural trends, such as changing demographic
characteristics, affect how companies run their
businesses.
DESCRIBE THE COMPONENTS OF THE GENERAL
ENVIRONMENT.

Similarly, sociocultural changes in behavior, attitudes,

and beliefs affect the demand for businesses’ products
and services.
Court decisions and new federal and state laws have
imposed much greater political/legal responsibilities on
companies.
The best way to manage legal responsibilities is to
educate managers and employees about laws and
regulations as well as potential lawsuits that could affect
a business.
The specific (task) environment actual
organizations, groups, and persons with whom
an organization interacts and conducts business.
The specific environment is made up of five
components:
customers, competitors, suppliers, industry
regulations, and advocacy groups.
EXPLAIN THE FIVE COMPONENTS OF THE SPECIFIC
ENVIRONMENT.

The specific environment is made up of five

components: customers, competitors, suppliers, industry
regulations, and advocacy groups. Companies can
monitor customers’ needs by identifying customer
problems after they occur or by anticipating problems
before they occur. Because they tend to focus on
well-known competitors, managers often underestimate
their competition or do a poor job of identifying future
competitors
EXPLAIN THE FIVE COMPONENTS OF THE SPECIFIC
ENVIRONMENT.

. Suppliers and buyers are very dependent on each other,

and that dependence sometimes leads to opportunistic
behavior, in which one party benefits at the expense of
the other. Regulatory agencies affect businesses by
creating rules and then enforcing them. Advocacy groups
cannot regulate organizations’ practices. Nevertheless,
through public communications, media advocacy, and
product boycotts, they try to convince companies to
change their practices
 With my best
wishes for success

Dr. Shaimaa Elgendy