Information Managers do all four of the management functions; they lead, plan, organize, and control. Managers are seldom experts in all four of these areas, but typically have strengths and weaknesses. Poor managers may be competent in some areas, but their deficiencies in others result in an overall lack of effectiveness at meeting organization goals and they typically have poor relationships with the people they supervise. The business environment can be divided into two main parts, the external and the internal business environment. The external business environment can further be divided into the macro-environment and the competitive environment. The macroenvironment contains those factors that affect everyone; which includes the economy, technological changes, laws and regulations, demographics, social issues, and the natural environment. The competitive environment applies to just you and your competitors. It consists of the other competitors, new comers to the industry, substitute and complementary product producers, suppliers, and customers. The internal business environment is divided into the organizational culture and climate. Instructions 1) Read Chapters 1 and 2 in Management: Leading and Collaborating in a Competitive World: a) As you read Chapter 1 in the textbook, keep in mind managers you may have had in the past. This chapter will introduce you to the study of management and the four main managerial functions. If you have ever served as a manager, think about which of the functions you did and in which you spent the majority of your time. b) As you read Chapter 2 in the textbook, think about the environment in which you and your organization are doing business. This chapter will present a basic framework for organizing the environment around you and your organization. 2) One of the hardest parts of business to understand is the organizational culture. The competing values model of culture, as described in \"The Internal Environment of Organizations: Culture and Climate\" section of the text and figure 2.6, presents one framework for analyzing organizational culture. Using the competing values framework, consider the culture of your own business, church, family, or some other organization with which you are very familiar. 3) Navigate to the threaded discussion below and answer the following questions: a) What is the dominant attribute, leadership style, and strategic emphasis of your organization? Defend your answer with a detailed evaluation that demonstrates clear, insightful critical thinking. b) Which type group best describes your organization's culture: group, adhocracy, hierarchy, or rational? Defend your answer with a detailed evaluation that demonstrates clear, insightful critical thinking