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MGMT 309 > Chapter 3 > Flashcards

Chapter 3 Flashcards

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1
Q

The external environment consist what environments?

A

General environment, and Task environment

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2
Q

General Environment consists of

A

Economic, legal, political, socio-culture, international, and technical forces (everything outside an organization’s boundaries

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3
Q

Task Environment

A

Specific groups and organizations that affect the firm

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4
Q

Internal Environment

A

Conditions and forces present and at work within an organization

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5
Q

Definition of General Environment

A

The set of broad dimensions and forces in an organization’s surroundings that create its overall context

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6
Q

Economic dimension

A

the overall health and vitality of the economic system in which the organization operates

(is inflation going up?)

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7
Q

Technological dimension

A

the methods available for converting resources into products or services

(keeping up with technology)

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8
Q

Sociocultural dimension

A

includes the customs, mores, values, and demographic characteristics of the society in which the organization functions

(change in demographics)

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9
Q

Political-legal dimension

A

the extent of government regulation of business and the general relationship between business and government

(if police tells you what to do)

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10
Q

International dimnesion

A

extend to which the organization is affected by business in other counties

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11
Q

Specific groups affecting the organization in a task environment

A

Competitors seeking the same resources as the organization, customers who acquire an organization’s products or resources, suppliers that provide resources for the organization, regulators that control, legislate, or influence the organization’s policies or practices, strategic partners (allies) who are in a join venture or partnership with the organization

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12
Q

Regulatory agencies

A

created by government (EPA, EEOC, etc.)

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13
Q

Interest groups

A

organized by members (MADD, NOW, etc.)

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14
Q

Conditions and stakeholder forces within an organization for internal environment

A

Owners, board of directors, employees, physical work environment

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15
Q

Owners

A

are persons with legal property rights to a business

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16
Q

Board of directors

A

are elected by the stockholders and are charged with overseeing the general management of the firm to ensure that it is run in a way that best serves the stockholders’

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17
Q

Employees

A

people who work for the firm and have a vested interest in its continued operation and existence

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18
Q

Physical work environment

A

is the actual physical environment of the organization and the work that people do

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19
Q

When you describe the company you are talking about what kind of environment?

A

Internal environement

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20
Q

The importance of organization culture

A

culture determines the overall “feel” of the organization, although it may vary across different segments of the organization,
culture is a powerful force that can shape the firm’s overall effectiveness and long-term success

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21
Q

Determinants of organizational culture

A

organization’s founder (personal values and beliefs),
symbols, stories, heroes, slogans, and ceremonies that embody and personify the spirit of the organization,
shared experiences that bond organizational members together, corporate success that strengthens the culture

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22
Q

What distinguishes the company?

A

Culture

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23
Q

What is important for the organization’s culture?

A

Socialization

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24
Q

What can cause a person to be attracted to a company as well as cause a person to leave?

A

Culture

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25
How can you change a companies culture?
Bring in outsider, or merge acquisition
26
Managing organizational culture
understand the current culture to understand whether to maintain or change it, articulate the culture through slogans, ceremonies, and shared experiences, reward and promote people whose behaviors are consistent with desired cultural values
27
Changing organizational culture
develop a clear idea of what kind of culture you want to create, adopt new slogans, stories, and purposely break with tradition (not gonna change culture), bring in outsiders to important managerial positions
28
What are culture components?
observable artifacts, espoused values, basic underlying assumptions
29
observable artifacts
are the manifestations of an organization's culture that employees can easily see or talk about
30
examples of observable artifacts
symbols, physical structures, language, stories, rituals, ceremonies
31
exposed values
are the beliefs, philosophies, and norms that a company explicitly states
32
basic underlying assumptions
are taken for granted, beliefs that are so ingrained that employees simply act on them
33
How do environments affect organizations?
Change and complexity, environmental turbulance
34
Change and complexity involves?
environmental change, unceratinty
35
Environmental change occurs in what 2 ways?
Degree to which change in environment is occurring, degree of homogeneity or complexity of the environment (change and complexity)
36
Uncertainty
a driving force that influences organizational decisions | change and complexity
37
Environmental tubulence
unexpected changes and upheavals in the environment of an organization
38
The more change that happens outside a company causes what?
Makes the company have to change
39
Example of least uncertainty
Subway because the menu is usually always the same. It is simple and stable
40
Example of moderate uncertainty
Car shops (complex, stable), clothing shops (simple, dynamic)
41
Examples of most uncertainty
Apple because we do not know what to expect. It is complex and dynamic
42
Porter's five competitive forces
``` Threat of new entrants, Competitive rivalry, Threat of substitute products, Power of buyers, Power of suppliers ```
43
Threat of new entrants
extend to and ease with which competitors can enter market | know your competitors (Porter's Five Competitive Forces)
44
Competitive rivalry
competitive rivalry between firms in an industry | have to know what's happening (Porter's Five Competitive Forces)
45
Threat of substitute products
extent to which alternative products/services may replace the need for existing products/services (Porter's Five Competitive Forces)
46
Power of buyers
extent to which buyers influence market rivals | Porter's Five Competitive Forces
47
Power of suppliers
extent to which suppliers influence market rivals | Porter's Five Competitive Forces
48
Information Management in Organizations
boundary spanner, environmental scanning, information systems
49
Boundary spanner
an employee who accumulates information through contacts outside the organizaton
50
Environmental scanning
is the process of monitoring the environement
51
Information systems
summarize and deliver information in a form pertinent to a manager's needs
52
Strategic Response
Maintaining the status quo, altering the current strategy, or adopting a new strategy
53
Mergers, Acquisitions, Alliances
Firms combine (merge), purchase (acquisition), or form new venture partnerships or alliances
54
Acquisition
Large company takes over smaller company
55
How do organizations respond to their environments?
Information Management in Organizations, Strategic Response, Mergers, Acquisitions, Alliances, Organizational Design and Flexibility, Direct Influence of the Environment
56
Organizational Design and Flexibility
Adapting by building flexibility into structural design, such as mechanistic firms and organic firms
57
Direct Influence of the Environment
Attempting to change the nature of the competitive conditions in its environment to suit its needs, pursuing new or changed relationships with suppliers, customers, and regulators
58
Mechanistic firms
Operate best in a stable environment | Ex: car company
59
Organic firms
Best suited for dynamic environments | Ex: technology, biochemical
60
Models of organizational effectiveness (ways to measure success)
systems resource, internal process, goal, and strategic constituencies approach
61
Systems Resource Approach
focuses on acquiring inputs
62
Internal Processes Approach
focuses on the transformation processes (production efficiencies)
63
Goal Approach
focuses on outputs (achieving organizational goals)
64
Strategic Constituencies Approach
focuses on feedback (satisfying stakeholders)

MGMT 309 (3 decks)

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