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Less control on external controls: Any project operating in another state of the country under a government system cannot stop development. In addition, no company can manage the availability of technology, the latest acquisition of information technology and high competition in the market, etc.
The procurement of external resources is an important tenet of both the strategic and tactical management of any company. Nevertheless, a theory of the consequences of this importance was not formalized until the 1970s, with the publication of The External Control of Organizations: A Resource Dependence Perspective (Pfeffer and Salancik 1978 ...
The model may be more or less arbitrary depending on a number of factors such as level of criticality between the shareholders in question, management style or styles, as well as the moderating role of external influences. Context is also applied to whether stakeholders are classified as internal or external.
A good manager is one that can adjust their management style to suit different environments and employees. An individual’s management style is shaped by many different factors including internal and external business environments, and how one views the role of work in the lives of employees. [1]
[and specifically] on strategic planning problems for organizations and on issues of control and change." [4] Salancik became known for his work with Pfeffer on organizational decision making, and external control of organizations. In their opinion "organizations should be understood in terms of their interdependence with their environments.
Internal control, as defined by accounting and auditing, is a process for assuring of an organization's objectives in operational effectiveness and efficiency, reliable financial reporting, and compliance with laws, regulations and policies. A broad concept, internal control involves everything that controls risks to an organization.
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Articles relating to strategic management, the formulation and implementation of the major goals and initiatives taken by an organization's top managers on behalf of owners, based on consideration of resources and an assessment of the internal and external environments in which the organization operates. [1] [2] [3] [4