External Forces Of Change In The Apple Company

External Forces

The forces of change can be classified conveniently into two groups: external forces and internal forces. External forces are beyond management’s control. Internal forces operate inside the firm and are generally within the control of management. Understanding and effectively exploiting these forces may allow an organization to improve upon its competitive position. Allowing these forces to occur without will allow competing organizations to seize an advantage. The external environment includes economic, technological, and social/political forces that can triggers are necessary but not sufficient to initiate change.

• Markets

The manager of a business has historically been concerned with reacting to economic forces. A competitor

In the next few years it will become a marketing norm. Sustainable business plans will feel more like long-term marketing plans. Skills in behaviour change, psychology and neuroscience will become core skills for all professional marketeers.

Technology

Secondly, the source of environmental change forces is technology. Technology advance is a lasting period in the business world. For example, Apple Company releases iphone with the function of touch screen. So, the competitors of Apple Company such as Samsung Company and others also release the phone with the function of touch screen to attract the customers. So, that cause Apple Company has better cumulative sales during release the iphone4, iphone4s, iphone5 and compare it against Samsung sales of Galaxy S and Galaxy Note smartphones.

Social & Political change

Thirdly, the source of environmental change forces is social and political change. In

Decisions are difficult to make it because it must being made, are made to late, or are of poor quality. While communications, explain as short-circuited, redundant, or simply inadequate. Depend an experimental study, Devos et al. (2007) found that participants in the low trust and poor history of change condition reported significantly lower openness to change than individuals in any of the other conditions. Karniol and Ross (1996) argue that how people think about the past has important motivational consequences for the present. For instance, these authors suggest that individuals often react to the present as if they were reliving the past. The past can come to mind uninvited, color the present, and push individuals into action (Karniol & Ross, 1996). We draw on Isabella’s (1990) model of the sense-making process that accompanies change efforts when developing hypotheses about the role of an individual’s perception of their change history in an organization. Isabella’s model suggests that an individual’s perception of their change history is an important mechanism by which employees come to understand current change events. In a sample of managers undergoing a large-scale change, Isabella (1990) found that employees’ interpretation of change events is standardized through discussion with colleagues. Individuals draw on conventional explanations and references to similar events in the past to understand