Organizational Performance Management System

Most organizations face outside(a) contexts that are complex, dynamic and more and more global. This makes the context increasingly difficult to interpret. To cope with often neither and ambiguous contextual data, and to increase their understanding of the general external context, organizations engage in a process called external environmental compend. All managers, including HR managers, need to be aware of the enormousness of scanning the external context in a dictatorial way. A number of postures exist that can help managers in analysing the external environment. Such models provide a framework to see external opportunities and threats. Opportunities arise when an organization can take gain of conditions in its external environment to formulate and implement strategies that modify it to improve performance. Threats arise when conditions in the external environment stake the integrity of the organizations activities. As shown in Exhibit 1 an organizations external environment has two major separate: macroenvironment industriousness The macro environment is composed of social, economic, political and technological elements in the broader society that can influence an industry and the organizations within it.

The industry environment is the set of factors that directly influences an organization and its actions and responses. Managers have to crumble competitive forces in an industrys environment in array to identify the opportunities and threats confronting an organization. A popular framework for doing this is Michael Porters five-forces model. This model identifies five competitive forces that shape industrys profit capableness (as measured by the long-term return on investment): (1) the negotiate power of suppliers, (2) the threat of new entrants, (3) the threat of product substitutes, (4) the negociate power of buyers and (5) the intensity of rivalry among established organizations within an industry. indoors most industries, there...

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