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Policy Manual

Section 1 An external organizational environment is a combination of all elements which exist outside the organization’s boundary and have the ability to affect part or all of its operations. By analyzing the domains within the external sector, the environment surrounding the organization would be easily understood. A domain broadly defines the organization’s niche and identifies the external sectors within which the organization will be dealing in to attain the laid down objectives. This environment will basically include other players in the industry, the target market and consumers, internet search engines and other relevant stakeholders.

The clients would cover the government, corporate bodies and individuals (Michael, Duane, & Robert, 2000). The external environment will have the following components. Monitoring, this is the scrutinizing of environmental changes and trends through observations. Scanning will involve an analysis that shall identify early signals of environmental shifts and movements. Assessing will entail the determination of the timing and importance of these changes in the environment for adequate strategy and management reformulation.

Forecasting shall focus on the development of projections of anticipated outcomes based on monitored environmental trends and changes. The external environment management team should be able to define the company’s campaign objectives. Use of pertinent online survey results is a tool used by internet marketers to give insights about potential consumer trends. Governmental data especially on key economic indicators of the last years’ economy behavior will aid predictions (Michael, Duane & Robert, 2000). Section 2

Planning is the process of setting organizational goals, developing strategies and schedules as well as task isolation for goal achievement. Establishing a company’s mission statement is the first planning strategy to be implemented as it will guide it in focusing on its goal seeking. Just Web Internet Company (JWI) objectives will be crucial in planning for its future as it will guide the managers to remain focused (Grant, 2002). Communicating through teleconferencing with our clients and staff will secure JWI operation objectives and any other metrics that it sets out to achieve.

Other client and staff communication support tools are welcome as well as any other modalities which may be vital in the planning stage. Strategic positioning in this business as regards to brainstorming the available buying concepts of the clients will guide internet research. A strategy for conducting internet research and planning is developed once consumers approve of the concepts and are aware of the ones to pursue. JWI will try to expand its line with mergers and strategic acquisitions which might accommodate partner web portals, content sites, niche audience site, and prolific networks in general.

Typically, some portion of the plan will require that a research be carried out in order to find the sites most visited by prospective clients. Then the company, upon deliberation, can vouch for partnerships. The need to deliver a request for proposing to get prices for each independent buy is necessary even if there in existence is a relationship with the sites or network we want to buy from (Grant, 2002). Negotiations will follow a secured placement and pricing of our products. This will amplify the persuasion mode to ensure that the best placements and pricing for the clients is availed.

Presentation of an internet plan is the last stage in planning since formulation of objectives, audience, placement sizes, impressions bought and projected visitor counts will be considered among others. Section 3 Organizing is the arranging of several business factors in a purposeful sequential order of structure. This promotes use of time management skills, the capacity for an individual to stay focused, and the understanding of the role of support services under a single framework.

This will help in ensuring that order is maintained within the company hence goal achievement will be easier while mistakes would be easily spotted and rectified. Managers will have the freedom to choose which tasks are to be done at what time and by whom thus supervisors would be expected to report back to managers after completion of work (Grant, 2002). Delegation of authority and responsibility is a planning strategy that will see to it that the work force is well aware of who is in authority. This strategy helps the staff to adhere to all the rules governing them.

It makes staff encourage, share ideas and motivate each other and also compete with one another thus producing quality work. Teamwork is built as a result of delegating team roles, tasks, and responsibility. This also provides a network for effective flow of information. Determining the way in which the company will operate is very important since without it the company will not be in any position to reach its goals because there is nothing driving it to attain its goals. Determining will assist the company meet its objectives in a manner that is ethically correct (Grant, 2002).

Section 4 Leading is the use of power and authority to set precedents. Managers of the company should give clear directions to their workers to help them in meeting the organizations goals and objectives effectively. As the leaders, they should also set good examples to the staff in order to achieve results (Steve, 2005). Motivating the workers is a main trait in leadership. Staff needs constant motivation. Managers should not make it their business to complain every time a mistake is committed, but rather to be part of the solution.

This enables staff to be confident in what they do and challenge them to do better (Steve, 2005). Communication with them is very important and will determine the quality and kind of end results that will be achieved. Good communication will lead to quality work production whereas poor communication will cause a lot of conflicts among staff, the managers and the clients. Section 5 Controlling is basically the keeping of standards by the management. At all times, managers should be in a position to assess and monitor performance of their respective departments.

By doing so, they encourage growth and expansion of the company since they will have thoroughly checked the upcoming threats and opportunities. For instance, if by any chance market share has been lessened, the marketing manager will be in a position to react to that (Steve, 2005). Managers should compare performance with set and industry standards to determine progress over time. If it is not producing much, leaders should identify the variants available so as to be able to make profits. This enables in estimating tax and other levies paid to the government.

Controlling does not necessarily mean a hand on approach to the present and the arising issues but an appropriate and friendly reply to them. The control of operations in that light will be from top to down with feedbacks from below being considered from time to time. References Grant, M. (2002). Contemporary Strategy Analysis. Cambridge, MA: Blackwell Publishers Inc Michael, A. , Duane, I. , & Robert, E. (2000). The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis. South-Western College Publishing Steve, R. (2005). Principle-centered leadership. New York: Simon & Schuster Ltd

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