Management Functions if One Takes the Broad Essay

Excerpt from Essay :

Management Functions

If one takes the broad generalization of the mega-environment (general environment); one finds the conditions and trends that make up the organizational culture or even the society in which one operates. This term actually encompasses a number of similar and disparate factors. The technological part of the environment tends to focus on knowledge; the economic element the means of production, distribution and consumption of wealth; the legal-political element focuses on the governmental or rule-based systems to organize the society; the international element the external relationships, and the socio-cultural environment the attitudes, values, norms, believes and behaviors of a particular group or organization (Organizational Environment and Culture, 2008). All these forces are a sum total of how organizations act and react -- whether regionally or internationally.

The legal-political element of the environment is the systems that organize that environment, the rules that are enforced, and the overall manner in which the organization operates. Organizations are subject to laws that allow for behaviors to be mitigated over time and for individuals within those organizations to operate more freely and effectively by having structure. The political portion of the environment functions as the system of government and judiciary and impacts almost every aspect of the environment. The stability and presumptions of the government set the tone for the rest of the organization and economy development. The socio-cultural elements are more qualitative -- they are attitudes like values, life styles, ethnic groups, languages, and all the aspects that make a culture unique. Many times, the socio-cultural system allows for certain legal-political environments to prosper based on the actualization of the population, or their willingness to accept authority. This is particularly true because the socio-cultural dimensions reflect what kinds of products or services will be accepted in the market, then the political legal aspect organizes those services or products by regulation (Griffin, 2008).

Part 2 -- It has been said that organizations do not have the expertise to assess and make decisions about worthy social programs, and therefore should not be involved. This is a flawed argument because it not only does not take into consideration the type of organization involved, it does not allow for the individual expertise and knowledge of certain people to flourish. Essentially, the argument surrounds the issue of the evolution of public policy. As societies evolved from the Ancient city-state to the more complex urban environment, governments had to improve the structure and function of the micro and macro environments. Public policy is a guide for the administrative function of the state to implement laws, regulatory measures and funding priorities that will benefit the citizenry. Generally, it is embodied within macro constitutional or legislative documents and acts, and/or judicial decisions (Cohen,, 2001).

Organizations are made up of individuals; government is made up of individuals, therefore individuals can, and do, attain the expertise necessary to look beyond a profit and loss mentality and focus more on corporate social responsibility and ethics, as well as becoming involved in policies of utilitarianism (the greatest good for the greatest number). For instance, the gist of corporate social responsibility is a more self-regulated approach to integrate tactics and strategies of the organization into the spirit, ethics and standards of both the legal environment and the public policy template of encouraging community growth and discouraging practices that have the potential to harm society. In this, not only do organizations have the expertise to become involved in public policy, they have the duty to do so (Jonker and De Witte, eds., 2010).

Part 3 -- Twenty-First century business environments are rapidly evolving. Globalization has taken over the organization environment, and with this business is forced to undergo continuous and rapid change…

Sources Used in Document:


Organizational Environment and Culture. (2008). Retrieved from: _12_organizational-environment-and-culture.html

Bendell, T. (2005). Structuring Business Process Improvement Methodologies. Total Quality Management, 16(8-9): 969-78.

Brown, L.M. And B.Z. Posner. (2001). "Exploring the Relationship Between Learning and Leadership," Leadership and Organizational Development. May, 2001: 274-80.

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