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How to develop a learning organization?
Leadership, that encourages learning and teaching, that instills values like openness and courage, that celebrates ideas, that establishes a process way as culture, and that develops leaders at levels is essential for developing a learning organization. In order to build a learning organization, a sound leadership development process that starts at the top of the organization -at the board and CEO level – is necessary.
Controlling the Assumptions in Your Sales and Marketing Strategy
When you incorporate a new strategy into your service business there are certain assumptions that are made upon which the success of your strategy relies. These assumptions need to be monitored and controlled to give your company the greatest chance of accomplishing your stated objectives. The assumptions we make as business leaders are limited to two primary areas: 1) the external environment and how it will change, and 2) the industry in which we operate.

Nine Components of Sales & Marketing Strategy
Strategic sales and marketing management delivers plans that help a company achieve its objectives. Completing these nine tasks will show you where your company stands compared to competitors and what you need to do to strengthen your position in the marketplace.
Smart Women Create the Right Internal Environment
Creating the “right internal” environment is essential if we are to truly live a life on purpose. Your internal environment is your self-talk, the internal conversations you have with yourself. Stop and think for a moment about the conversations you have with yourself: Do you send positive messages or negative messages? Is your internal voice filled with possibility or doom and gloom? It’s really important to take some time to evaluate yourself in this area and change your thinking.

Smart Women Create the Right Environment
This article is a reminder about how important it is to create the “right environment” both internally and externally is we are to live a meaningful life filled with passion and purpose. A cluttered environment creates a cluttered mind. We typically are not as creative as we might be if we have an open, reflective environment. This is also true of our internal environment---our self talk. Is your self-talk positive and full of possibility? Do you have relationships with nutritious people? The “right” Environment is key to living our dreams and reaching our goals.

Small Business: Working From Home - Fundamentals
If you run a small business, especially if you are just starting out, working from home can be a great way to run that business. It can save time and money, make life more flexible and solve all sorts of other issues into the bargain. The big difficulty most people face when working from home is being able to separate their work life from their personal life. So here are my two top tips to get you focussed on the fundamentals of working from home.
15.0 What Needs to be Done - Producing Better Research: Entrepreneurs and entrepreneurship in Africa
Most researchers and policy makers have tended to use the information summarized in Table I in an isolated way. Researchers have concentrated either on the entrepreneur (e.g., Frese, 2000), the entrepreneurial firm (Jorgensen, et al., 1986), or the external environment (Buame, 1996). Rarely have they taken a holistic approach to study the combined and interactive effects of the three factors on entrepreneurial success or failure across time and space.
13.0 The Entrepreneurial Firm The External Environment: Entrepreneurs and entrepreneurship in Africa
The third category of factors accounting for the success or failure of entrepreneurship is the external environment within which both the entrepreneur and the firm exist and operate.

1.0 What is known and what needs to be done: Entrepreneurs and entrepreneurship in Africa
This article summarizes what is known about entrepreneurs and entrepreneurship in Africa using three broad categories: The Entrepreneur, The Entrepreneurial Firm, and The External Environment.
Environmental Dimensions In Measuring Uncertainties
Integrating the work of previous authors, Dess and Beard (1984) employed three environmental dimensions in their measure of uncertainty. These three dimensions, which were very similar to those developed earlier by Child, were “dynamism,” “complexity,” and “munificence.” The first dimension, “dynamism,” referred to the “rate of change and innovation in an industry as well as the uncertainty or predictability of the actions of competitors and customers” (Miller and Friesen, 1983, p. 222). Dynamism in Dess and Beard’s measure was similar to the stability/dynamism dimension of Thompson’s measure, the static-dynamic element of Duncan’s, and the variability component of Child’s.
Environmental Dimensions In Measuring Uncertainties
Integrating the work of previous authors, Dess and Beard (1984) employed three environmental dimensions in their measure of uncertainty. These three dimensions, which were very similar to those developed earlier by Child, were “dynamism,” “complexity,” and “munificence.” The first dimension, “dynamism,” referred to the “rate of change and innovation in an industry as well as the uncertainty or predictability of the actions of competitors and customers” (Miller and Friesen, 1983, p. 222). Dynamism in Dess and Beard’s measure was similar to the stability/dynamism dimension of Thompson’s measure, the static-dynamic element of Duncan’s, and the variability component of Child’s.
Conceptualizations Of Organizational Environmental Uncertainty
In the management literature, the external environment can be broadly defined as “the totality of physical and social factors that are taken directly into consideration in the decision-making behavior of individuals in organizations” (Duncan, 1972, p. 314). Organizational researchers have long theorized that the overall environment consists primarily of several independent components (e.g. Duncan, 1972; Miles and Snow, 1978; Hambrick, 1982). Among the most significant elements that were theorized to exist in the external environment were customers, competitors, government regulations and labor unions. While the individual components that made up each researcher’s conception of the environment were not always the same, each conception agreed that the various environmental elements acted to create uncertainty for firms.
Conceptualizations Of Organizational Environmental Uncertainty
In the management literature, the external environment can be broadly defined as “the totality of physical and social factors that are taken directly into consideration in the decision-making behavior of individuals in organizations” (Duncan, 1972, p. 314). Organizational researchers have long theorized that the overall environment consists primarily of several independent components (e.g. Duncan, 1972; Miles and Snow, 1978; Hambrick, 1982). Among the most significant elements that were theorized to exist in the external environment were customers, competitors, government regulations and labor unions. While the individual components that made up each researcher’s conception of the environment were not always the same, each conception agreed that the various environmental elements acted to create uncertainty for firms.

Other external environment Related Articles

Organizational Environmental Uncertainties
From the genesis of management studies it has been recognized that organizations do not operate in a vacuum. In the seminal work, The Functions of the Executive, Chester Barnard (1938) theorized that an organization’s survival was dependent on its ability to sustain a balance with its external environment by readjusting its internal processes to match the various elements in the environment (Barnard, 1938, p. 6). In recognition of Barnard’s observation that firms must maintain equilibrium in an ever-changing environment, a considerable body of literature has developed that is devoted to conceptualizing and comprehending the external environment and its role in management theory.

Conceptualizations Of Organizational Environmental Uncertainty
In the management literature, the external environment can be broadly defined as “the totality of physical and social factors that are taken directly into consideration in the decision-making behavior of individuals in organizations” (Duncan, 1972, p. 314). Organizational researchers have long theorized that the overall environment consists primarily of several independent components (e.g. Duncan, 1972; Miles and Snow, 1978; Hambrick, 1982). Among the most significant elements that were theorized to exist in the external environment were customers, competitors, government regulations and labor unions. While the individual components that made up each researcher’s conception of the environment were not always the same, each conception agreed that the various environmental elements acted to create uncertainty for firms.
Resource Dependence Theory In Management
In the early 1970s researchers began to question whether managers were able to accurately perceive the threats and opportunities actually present in the external environment. Scholars soon began to search for a more objective method of operationalizing the environmental uncertainty construct. Attempting to solve this dilemma, researchers in the 1970s began to explore resource dependency as a more objective measure of the uncertainty that organizations faced when dealing with their environment.
1.0 What is known and what needs to be done: Entrepreneurs and entrepreneurship in Africa
This article summarizes what is known about entrepreneurs and entrepreneurship in Africa using three broad categories: The Entrepreneur, The Entrepreneurial Firm, and The External Environment.
13.0 The Entrepreneurial Firm The External Environment: Entrepreneurs and entrepreneurship in Africa
The third category of factors accounting for the success or failure of entrepreneurship is the external environment within which both the entrepreneur and the firm exist and operate.

Financing Corporate Growth in Ghana: The Role of the Stock Market
We examine how listed corporations in Ghana finance their growth and to what extent do they rely on external finance relative to internal finance. As companies expand through the acquisition of assets they have choices to make in how that growth is financed. Past earnings can be retained as a source of internal finance or be paid to shareholders as dividends. External sources of finance include both the issuance of new equity (external equity) and various debts instruments (external debt).
Public Sector Procurement Practice and the Principles of External Economies, Clustering and the Global Value Chain
Can the public sector effectively apply the principles of External Economies to its procurement practice? “External economies of scale (ES) occur outside of a firm, within an industry. Thus, when an industry’s scope of operations expands due to, for example, the creation of a better transportation network, resulting in a subsequent decrease in costs for a company working within that industry, external economies of scale are said to have been achieved. With external ES, all firms within the industry will benefit.” (What Are Economies of Scale? By Reem Heakal, January 2003)

Changing Gears
One thing is true; if you keep doing what you always have done you will keep getting the same results. Whether you are achieving what you want or not, it is always important to understand what is driving the present results. What is causing your current performance? What can be done to make it even better or eliminate any obstacles or distractions? Is the problem internal meaning is it your attitude or bad habit, or is it external or is it external such as money, other people etc. One thing is for sure, we choose the circumstances we find ourselves in, whether it be the work environment or relationships. The good thing is that when we acknowledge our power of choice, we also empower ourselves to change the situation.
What is Social Responsibility and How It Can Work For You
What is social responsibility? The attempt of a business to balance its commitments to groups and individuals in its environment, including customers, other businesses, employees, investors and local communities. Unlike a mission or vision statement, which outlines its commitment to the business’s internal environment and operations. Social Responsibility is in essence your commitment to the external environment of your business.

Customer Service Starts with a Can Do Attitude: Five Secrets to Winning, Creating Repeat Customers
Whether you work in a restaurant or office environment, serve internal or external customers, or work in an environment that expects results, the following are five essential secrets to developing a "can do" customer service attitude and creating repeat customers.

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