Different organizations have different cultures, and such organizations' success or failure is part of their culture. The external factors that could influence an organization could be political, technical, economic, or social factors, as outlined in this journal.
Political Factors
The extent to which the government could indulge in an organization's operations could positively or negatively impact the company. Government influence could be through government policies, tax policies, political stability, and trade. The government is always in charge of creating laws, which can change how an organization operates. Organizations should work according to the laws put in place by the government even though such laws could negatively impact the company (Mintzberg, 1985) . Politics could influence the cultural practices of an organization. Aspects such as competing against other organizations to earn a more significant market share could be political and determine how an organization should carry out its operations. Political factors can affect an organization's goals and operations and align its culture with its goals.
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Economic Factors
A shift in the economy's demand and supply curve could directly impact an organization that includes its economic growth. A recession in the market or the market crash would favorably impact an organization's success because the consumers would not be able to buy the previously purchased products without experiencing financial strain. It can negatively impact an organization as the ales would decline, leading to losses and the possible closure. On the other hand, a thriving economy enhances positive attributes to an organization as it puts the customers in a position to spend and invest more money. Any organization needs to adapt and adjust to the changes in the economy for future survival.
Social Factors
A change in the social structure within the market determines the customers' purchasing power. It affects the clients' needs and wants when new trends emerge and the general demographics and population analysis. The general expectations of public and society members could affect an organization's normal functioning, forcing it to change its usual operation mode. An organization that reconceives negative perception from the public is most likely to face challenges in attaining its goals. Society has enormous expectations for any organization to be socially responsible in a manner that meets the public's expectations. Social responsibility covers a wide variety of aspects, including an organization's ability to reach out to the community, enhance diversity, and the organization's ethical standards. Therefore, an organization needs to incorporate such attributes in its culture to run successfully and meet the community's expectations.
Technological Factors
Innovation and development that result from technological advancement can significantly impact an organization's normal operations. It includes the rate at which an organization can automatically adapt to new technologies that come hand in hand with new or advanced goods and services. The high rates at which technology is under constant changes and updates can be a challenge for some organizations to keep pace with such changes (Barton et al., 2016) . Technology is an essential external factor that influences an organization's behaviors as it strives to achieve its goals. It impacts the normal operations of the affected organizations as it continues to advance over time. Therefore, organizations need to incorporate new and upcoming technologies to keep pace with technological growth and maintain its growth and success.
Sergeants Major's role in civil-military relations
The sergeant's Major significant role in civil-military relations is to maintain civilian control and military security. Civilian control enhances protection against external enemies to minimize Civilians' military power (Feaver, 1996) . More effective civilian control could ensure that the military is more secured.
The influences of irregular warfare
A variety of factors can influence irregular warfare. Ethnicity is a vital element that enhances irregular warfare through ethnic conflicts. Ethnicity determines where particular tribes or groups align during a conflict, and this is a significant contribution to the rise of irregular warfare. Religion can be another contributor to irregular warfare as it gives rise to tribal warfare (White, 1996).
Tribal politics are another contributing factor to irregular warfare. Such is an inevitable political betrayal that does not have any economic advantages.
Leader engagement aids in developing resilient organizations
Organizational leaders play an essential role in developing a resilient work environment. Leaders can achieve this by focusing on organizational growth and motivating employees to work towards the company's success. Leaders contribute to developing resilience by making their employees feel appreciated. Encouraging workers to be more dedicated and engaged is a strategy that most leaders have adopted to develop resilient organizations.
Employees become more dedicated to their work when they feel that their effort is appreciated. Leaders achieve this by developing systems that recognize their employees' performance. Such measures that are put in place by organizational leaders improve the employees' engagement and resilience. Transparency in leadership is an essential aspect of enhancing resilience within the organization. Leaders achieve this by being open to the employees about all the organization's prospects, including the decision-making process. It enhances a dedicated workforce that has its focus on achieving the organization's goals.
References
Barton, K. A., Tejay, G., Lane, M., & Terrell, S. (2016). Information system security commitment: A study of external influences on senior management. Computers & Security , 59 , 9-25. Retrieved from https://www.sciencedirect.com/science/article/pii/S0167404816300104
Feaver, P. D. (1996). The civil-military problematique: Huntington, Janowitz, and the question of civilian control. Armed Forces & Society , 23 (2), 149-178. Retrieved from https://journals.sagepub.com/doi/abs/10.1177/0095327x9602300203?journalCode=afsa
Mintzberg, H. (1985). The organization as political arena. Journal of management studies , 22 (2), 133-154. Retrieved fro https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1467-6486.1985.tb00069.x
White, J. (1996). B. Some thoughts on irregular warfare. A Different Kind of Threat. Studies in Intelligence [online] , 39 (5). Retrieved from https://www.cia.gov/library/center-for-the-study-of-intelligence/kent-csi/vol39no5/pdf/v39i5a07p.pdf
