Consultancy on the external and internal environment of an organizationFor organizations to succeed, they must adapt and fit with factors of their external environment. Despite the size, scope, location type, and purpose of an organization, they help determine the external environment. It still must meet contingencies of that environment for survival and prosperity. The general atmosphere is an inclusive concept that involves outside factors that impact a business's operations that the organization must react to maintain its flow of operations. This paper will focus on how Freeman-Brown private school, an open and complex adaptive system, exploited its internal and external environment.When closing the campuses, the Free- Brown school management did not persuasively act as a complex adaptive system; instead, they relied on an open system. Moreover, they decided that demographic changes were happening, which could not allow the continuation of studying. Complex adaptive systems require interactions and ultimately result in a new emergent collective. However, the management had a chance to adapt to the situation and work through it since institutions that practice complex adaptive systems operate on the edge of chaos and adapt to external changes, unlike an open system that exchanges its information with the external environment. An open system continues to import data, resources, and energy to function while becoming more complex. Creating a manageable work environment whereby employees feel satisfied should be the aim of every institution. Organizational culture is a collection of expectations, values, and practices that guide all organization members. An organizational climate is a way people experience working in that environment according to their traits and behavior. When the Free- Brown management decided to close the campuses, the working environment was no longer satisfying for the staff members and the parents.
The environment could be non-friendly and full of betrayal since most nearby schools closed their hiring period, which meant that staff members would have to wait for another period to get jobs. The management did not put into consideration of the consequences. A positive culture and healthy climate could move the institution forward and perform preventive maintenance before arriving at the point of closure. Dr. Murphy could have created an open environment where they