internal

Examples of internal in the following topics:

• Combining Internal and External Analyses

  • Using combined external and internal analyses, companies are able to generate strategies in pursuit of competitive advantage.
  • Organizations must carefully consider what internal assets will differentiate them from the competition, within the same competitive environment.
  • This internal analysis requires careful consideration of the following models and factors:
  • Context analysis considers the entire environment of a business, both internal and external.
  • Apply a comprehensive understanding of internal and external analyses to the effective formation of new strategic initiatives

• Internal Stakeholders

  • Employees, managers, corporate leaders, and owners/stockholders are examples of internal stakeholders.
  • Other interests may vary between the different types of internal stakeholders.
  • A manager is an example of an internal stakeholder.
  • This diagram describes a company's typical stakeholders, both internal and external.
  • Differentiate between external and internal stakeholders, with a particular focus on the ethical responsibilities an organization has to its internal stakeholders

• SWOT Analysis

  • A SWOT analysis allows businesses to assess internal strengths and weaknesses in relation to external opportunities and threats.
  • Strengths: internal characteristics of the business that give it an advantage over competitors
  • Weaknesses: internal characteristics that place the business at a disadvantage against competitors
  • Strengths and opportunities (the S and O of SWOT) are both helpful toward achieving company objectives, but strengths originate internally while opportunities originate externally.
  • Similarly, weaknesses and threats (the W and T of SWOT) are harmful toward achieving objectives, but weaknesses originate internally and threats originate externally.

• Internal and External

  • The control process can be hindered by internal and external constraints that require contingency thinking.
  • This means that any time organizations encounter substantial internal or external constraints, it is the role of management to create a strategy to circumvent them.
  • With this in mind, we can summarize internal constraints as any one or any combination of the following:
  • This flowchart illustrates how an internal control system can be integrated into the production process: mid-level managers of one department can monitor and QA other departments' output.
  • Examine the external and internal control constraints that may limit efficiency in the control process

• The Impact of External and Internal Factors on Strategy

  • Analysis of both internal factors and external conditions is central to creating effective strategy.
  • However, management has some strategic control over how these various internal conditions interact.
  • It is a useful mind map for management to fill in during the derivation of internal strengths and weakness.
  • The external environment is even more diverse and complex than the internal environment.
  • Examine the discrepancies between internal proficiency and external factors to capture strategic value

• Assessing an Organization's Technological Needs

  • Assessing the internal technological assets and future needs of an organization prepares management for successful technology integration.
  • Technology Portfolios - accumulating all technologies relevant to products or operations to determine which are ideal for internal implementation.
  • This internal technology assessment also includes noting when and whether it is necessary to construct employee training programs for new technology.

• Culture-Specific Nuances of Human Resources Management

  • As a result, analyzing both the way in which the internal human resources (HR) department at a given business approaches international hires, alongside the external consideration of the way in which international companies pursue human capital, is a critical strategic and competitive consideration within most industries.
  • As the potential for reaching consumers from difference cultures increases with globalization, so to does the value of incorporating an understanding and reflection of these consumers internally within the corporation.
  • This question is absolutely critical to international success, and tends to be precisely where multinational companies who don't succeed trip up.
  • Recruitment for international projects requires HR to make a decision between hiring an expatriate from the home country of corporate HQ or hiring locally.
  • Model recruitment and onboarding processes to incorporate a broader international context.

• The Challenge of Globalization

  • Globalization is the international integration of intercultural ideas, perspectives, products/services, culture, and technology.
  • In general terms, globalization is the international integration of intercultural ideas, perspectives, products/services, culture, and technology.
  • These form the central system of international exchange, allowing businesses to create meaningful relationships worldwide with minimal time investment and costs.
  • Managers should also be aware of the best way to approach global demographics from a business to consumer perspective, taking an international product or service and localizing it successfully.
  • The organization must place an international focus on product design, development, and QA to ensure its broad relevance while also localizing marketing to tailor its appeal to individual markets.

• The Importance of Motivation

  • To increase employees' efficiency and work quality, managers must turn to understanding and responding to individuals' internal and external motivations.
  • External motives include work environment (e.g., cramped cubicle vs. airy, open office); internal motivations include thoughts and emotions (e.g., boredom with performing the same task over and over vs. excitement at being given a wide variety of project types).
  • The three internal motives are needs, cognitions, and emotions.

• Whistleblower Protection

  • Whistle-blowers may make their allegations internally (to other people within the affected organization) or externally (to regulators, law-enforcement agencies, the media, or groups concerned with the issues).
  • Many organizations establish internal processes through which employees can come forward if they suspect an ethical or legal violation has occurred.
  • Some organizations have an ombudsperson who handles such matters on a confidential basis and advises the employee about their options should they wish to take formal steps to report the breach to the appropriate internal or external authorities.