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BU398 > C.4 The External Environment > Flashcards

C.4 The External Environment Flashcards

1
Q

efficiency

A

amount of resources used to produce a unit of output

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2
Q

effectiveness

A

degree to which an organization achieves its goals

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3
Q

ways to assess effectiveness

A
  • contingency perspective
  • competing values model
  • balanced scorecard
  • integrated reporting
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4
Q

what are the contingency effectiveness approaches

A
  • resource based approach (inputs)
  • internal process approach (org)
  • goal approach (outputs)
  • integrated effectiveness model (competing-values model)
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5
Q

resource-based approach: indicators and usefulness

A

indicators:
- bargaining position
- abilities
- response to changes
usefulness:
- value
- limitations

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6
Q

when is resource-based approach a good choice

A

good for orgs that can’t measure anything else other than their resources (no other obvious indicators)

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7
Q

internal-process approach: indicators and usefulness

A 
indicators:
- strong culture & team spirit
- confidence, trust, comm
- decision-making
- rewards for performance, growth, and development
- interaction between org and its parts
usefulness:
- efficient use of resources
- harmonious internal functioning
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8
Q

internal-process approach: how does it measure effectiveness

A

very internal focus to see how efficient they are. all the indicators are subjective and qualitative. doesn’t give a good measurement of effectiveness due to subjective nature

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9
Q

goal approach: indicators and usefulness

A

indicators:
- meeting operative goals vs official (mission) goals
- multiple (and conflicting) operative goals
usefulness:
- output is measurable
- output can be evaluated
- limitation: measurement of conflicting goals

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10
Q

integrated effectiveness model: indicators and usefulness

A 
indicators:
- focus: internal vs external
- structure: stability vs flexibility
usefulness:
- integrates diverse concepts into single perspective
- identifies opposing mgmt values
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11
Q

Four approaches to effectiveness values:
What emphasis has Internal Focus & Flexible?
What are its primary goals and subgoals?

A 
HR Emphasis:
Primary goals:
- HR development
Subgoals:
- Cohesion
- Morale
- Training
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12
Q

Four approaches to effectiveness values:
What emphasis has External Focus & Flexible?
What are its primary goals and subgoals?

A 
Open-Systems Emphasis
Primary goals:
- Growth
- Resource acquisition
Subgoals:
- Flexibility
- Readiness
- External Evaluation
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13
Q

Four approaches to effectiveness values:
What emphasis has Internal Focus & Control?
What are its primary goals and subgoals?

A 
Internal-Process Emphasis
Primary goals:
- stability
- equilibrium
Subgoals:
- info. mgmt.
- communication
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14
Q

Four approaches to effectiveness values:
What emphasis has External Focus & Control?
What are its primary goals and subgoals?

A 
Rational-Goal Emphasis
Primary goals:
- productivity
- efficiency
- profit
Subgoals:
- planning
- goal-setting
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15
Q

rational goal emphasis:

  1. what type of structure?
  2. culture?
A
  1. vertical

2. mission

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16
Q

internal-process emphasis:

  1. structure?
  2. culture?
A
  1. functional

2. bureaucratic

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17
Q

HR emphasis:

  1. structure?
  2. culture?
A
  1. horizontal

2. clan type

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18
Q

what are elements of a balanced scorecard?

A
  • customer satisfaction
  • short & long term financial performance metrics
  • production and operating statistics
  • metrics for forward-looking human capital development
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19
Q

integrated reporting a.k.a.

A

sustainability reporting

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20
Q

example of effectiveness indicators

A
  • company goals
  • stakeholder goals
  • contingency perspective approaches
  • values in competing values model
  • balanced scorecard metrics
  • integrated reporting standards
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21
Q 
An organization is:
1. 
2. 
3. 
4.
A
  1. a social entity
  2. goal directed
  3. deliberately structured & coordinated
  4. linked to the environment
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22
Q

define organizational environment

A

all elements outside the boundary of the org that have the potential to affect the org

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23
Q

task environment

A
  • core environment
  • direct impact: industry sectors, raw materials sectors, market sectors, HR sectors, competitive landscape, and international sectors
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24
Q

general environment

A
  • everything else lol
  • indirect impact: govt sector, sociocultural sector, technological sector,. financial resources sector, and economic conditions sector
25
Q

industry sector

A
  • competitors
  • industry size and competitiveness
  • related issues
26
Q

raw materials sectors

A
  • suppliers
  • manufacturers
  • real estate
  • services
27
Q

HR sector

A
  • labour market
  • employment agencies
  • universities
  • training schools
  • employees in other orgs
  • unionization
28
Q

financial resources sector

A
  • stock markets
  • banks
  • savings and loans
  • private investors
29
Q

market sector

A
  • customers
  • clients
  • potential users of products and services
30
Q

tech sector

A
  • techniques of production
  • science
  • computers
  • IT
31
Q

economic conditions sector

A
  • recession
  • unemployment rate
  • inflation rate
  • rate of investment
  • growth
32
Q

govt sector

A
  • city, state
  • federal laws and regulations
  • taxes
  • govt services
  • court system
  • political process
33
Q

sociocultural sector

A
  • age
  • values
  • beliefs
  • education
  • work ethic
  • religion
  • consumer and green movements
34
Q

international sector

A
  • competition from acquisition by foreign firms
  • entry into overseas markets
  • foreign customers
  • regulations
  • exchange rates
35
Q

environmental uncertainty: simple vs complex

A

the more unique factors the more complex

36
Q

environmental uncertainty: stable vs unstable

A

unstable means the changes are quick, unpredictable, and hard to prepare for

37
Q

environmental uncertainty:

simple + stable =

A

low uncertainty.

not affected by much and doesn’t really change (or changes real slow)

38
Q

environmental uncertainty:

complex + stable =

A

low-moderate uncertainty.

you can deal with the uncertainty from having many elements bc changes happen so slowly

39
Q

environmental uncertainty:

simple + unstable

A

high-moderate uncertainty.

not a lot of sectors but the second any of them change it’s real fast

40
Q

environmental uncertainty:

complex + unstable

A

high uncertainty.

a shit show

41
Q

examples of low uncertainty

A
  • soft drink bottlers
  • beer distributors
  • container manufacturers
  • food processors
42
Q

examples of low-moderate uncertainty

A
  • universities
  • appliance manufacturers
  • chemicals
  • insurance
43
Q

examples of high-moderate uncertainty

A
  • e-commerce
  • fashion clothing
  • music industry
  • toy manufacturers
44
Q

examples of high uncertainty

A
  • computer firms
  • aerospace firms
  • telecommunications
  • airlines
45
Q

how can a firm adapt to uncertainty?

A
  • adding positions an departments
  • buffering & boundary spanning roles
  • differentiation and integration between departments
  • mechanistic vs organic management
  • planning, forecasting, and responsiveness
46
Q

what is buffering

A

traditional version of boundary-spanning where they would make departments around a specialized core so that nothing would distract the specialized core

47
Q

what is a boundary spanning role

A

exmaple: dual role of marketing where they send environment out and also bring it back in. customers don’t like a product? why? bring that back in. now send info back out to show how adaptive they are

48
Q

differentiation

A

as we become more uncertain and complex our departments need to become more specialized

49
Q

integration

A

when you need to add a horizontal communication link to make sure information is getting exchanged

50
Q

how should low uncertainty deal with environmental uncertainty?

A
  • mechanistic structure; formal, centralized
  • few departments
  • no integrating roles
  • current operations orientation; low speed response
51
Q

how should low-moderate uncertainty deal with environmental uncertainty?

A
  • mechanistic structure; formal, centralized
  • many departments, some boundary spanning
  • few integrating roles
  • some planning; moderate speed response
52
Q

how should high-moderate uncertainty deal with environmental uncertainty?

A
  • organic structure, teamwork; parcipitative, decentralized
  • few departments, much boundary spanning
  • few integrating roles
  • planning orientation; fast reponse
53
Q

how should high uncertainty deal with environmental uncertainty?

A
  • organic structure; teamwork
  • many departments differentiated. extensive boundary spanning
  • many integrating roles
  • extensive planning, forecasting; high speed response
54
Q

what is resource dependence

A

when an org depends on the environment

55
Q

the amount of resource dependence you have puts you on the spectrum of what two things?

A

control vs autonomy

56
Q

methods to control resources (inter org links)

A
  • ownership
  • strategic alliances
  • cooptation, interlocking directorates
  • exec recruitment
  • advertising & PR
57
Q

methods to control the environment

A
  • change domain
  • political lobbying
  • trade association
  • illegitimate activities
58
Q

define cooptation

A

companies try to get an influential person on their BoD to help with controlling or addressing resource dependencce

59
Q

define direct interlock vs indirect interlock

A

direct: Bob sits on company A and B. Bob will push for things that help A to B
indirect: Bob sits on A, Frank sits on B, and Bob and Frank both sit on C

BU398 (9 decks)

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