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The internal environment (or milieu intérieur in French; French pronunciation: [mi.ljø ɛ̃.te.ʁjœʁ]) was a concept developed by Claude Bernard, [1] [2] a French physiologist in the 19th century, to describe the interstitial fluid and its physiological capacity to ensure protective stability for the tissues and organs of multicellular organisms.
More specifically, organizational adaptation is premised on organizational decision-making that is intentional, whereby decision-makers are aware of their environment; relational, in that organizations and environments influence one another; conditioned, in that environmental characteristics evolved with other organizations’ actions; and ...
The concept of the regulation of the internal environment was described by French physiologist Claude Bernard in 1849, and the word homeostasis was coined by Walter Bradford Cannon in 1926. [ 11 ] [ 12 ] In 1932, Joseph Barcroft a British physiologist, was the first to say that higher brain function required the most stable internal environment.
The natural environment is another important factor of the macro-environment. This includes the natural resources that a company uses as inputs that affects their marketing activities. The concern in this area is the increased pollution, shortages of raw materials and increased governmental intervention.
Physical environment—growth of location in which organisation is situated, access to location; Legislation; Local, national, or international events; A number of authors advocate assessing external factors before internal factors. [5] [10] [11]
The situation analysis looks at both the macro-environmental factors that affect many firms within the environment and the micro-environmental factors that specifically affect the firm. The purpose of the situation analysis is to indicate to a company about the organizational and product position, as well as the overall survival of the business ...
Contingency theory of leadership. In the contingency theory of leadership, the success of the leader is a function of various factors in the form of subordinate, task, and/ or group variables. The following theories stress using different styles of leadership appropriate to the needs created by different organizational situations.
Locus of control as a theoretical construct derives from Julian B. Rotter's (1954) social learning theory of personality. It is an example of a problem-solving generalized expectancy, a broad strategy for addressing a wide range of situations.