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MGMT 309 > Chapter 3 > Flashcards

Chapter 3 Flashcards

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
Q

How can you change a companies culture?

A

Bring in outsider, or merge acquisition

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26
Q

Managing organizational culture

A

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
Q

Changing organizational culture

A

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
Q

What are culture components?

A

observable artifacts, espoused values, basic underlying assumptions

29
Q

observable artifacts

A

are the manifestations of an organization’s culture that employees can easily see or talk about

30
Q

examples of observable artifacts

A

symbols, physical structures, language, stories, rituals, ceremonies

31
Q

exposed values

A

are the beliefs, philosophies, and norms that a company explicitly states

32
Q

basic underlying assumptions

A

are taken for granted, beliefs that are so ingrained that employees simply act on them

33
Q

How do environments affect organizations?

A

Change and complexity, environmental turbulance

34
Q

Change and complexity involves?

A

environmental change, unceratinty

35
Q

Environmental change occurs in what 2 ways?

A

Degree to which change in environment is occurring, degree of homogeneity or complexity of the environment

(change and complexity)

36
Q

Uncertainty

A

a driving force that influences organizational decisions

change and complexity

37
Q

Environmental tubulence

A

unexpected changes and upheavals in the environment of an organization

38
Q

The more change that happens outside a company causes what?

A

Makes the company have to change

39
Q

Example of least uncertainty

A

Subway because the menu is usually always the same. It is simple and stable

40
Q

Example of moderate uncertainty

A

Car shops (complex, stable), clothing shops (simple, dynamic)

41
Q

Examples of most uncertainty

A

Apple because we do not know what to expect. It is complex and dynamic

42
Q

Porter’s five competitive forces

A 
Threat of new entrants,
Competitive rivalry,
Threat of substitute products,
Power of buyers,
Power of suppliers
43
Q

Threat of new entrants

A

extend to and ease with which competitors can enter market

know your competitors
(Porter’s Five Competitive Forces)

44
Q

Competitive rivalry

A

competitive rivalry between firms in an industry

have to know what’s happening
(Porter’s Five Competitive Forces)

45
Q

Threat of substitute products

A

extent to which alternative products/services may replace the need for existing products/services

(Porter’s Five Competitive Forces)

46
Q

Power of buyers

A

extent to which buyers influence market rivals

Porter’s Five Competitive Forces

47
Q

Power of suppliers

A

extent to which suppliers influence market rivals

Porter’s Five Competitive Forces

48
Q

Information Management in Organizations

A

boundary spanner, environmental scanning, information systems

49
Q

Boundary spanner

A

an employee who accumulates information through contacts outside the organizaton

50
Q

Environmental scanning

A

is the process of monitoring the environement

51
Q

Information systems

A

summarize and deliver information in a form pertinent to a manager’s needs

52
Q

Strategic Response

A

Maintaining the status quo, altering the current strategy, or adopting a new strategy

53
Q

Mergers, Acquisitions, Alliances

A

Firms combine (merge), purchase (acquisition), or form new venture partnerships or alliances

54
Q

Acquisition

A

Large company takes over smaller company

55
Q

How do organizations respond to their environments?

A

Information Management in Organizations, Strategic Response, Mergers, Acquisitions, Alliances, Organizational Design and Flexibility, Direct Influence of the Environment

56
Q

Organizational Design and Flexibility

A

Adapting by building flexibility into structural design, such as mechanistic firms and organic firms

57
Q

Direct Influence of the Environment

A

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
Q

Mechanistic firms

A

Operate best in a stable environment

Ex: car company

59
Q

Organic firms

A

Best suited for dynamic environments

Ex: technology, biochemical

60
Q

Models of organizational effectiveness (ways to measure success)

A

systems resource, internal process, goal, and strategic constituencies approach

61
Q

Systems Resource Approach

A

focuses on acquiring inputs

62
Q

Internal Processes Approach

A

focuses on the transformation processes (production efficiencies)

63
Q

Goal Approach

A

focuses on outputs (achieving organizational goals)

64
Q

Strategic Constituencies Approach

A

focuses on feedback (satisfying stakeholders)

MGMT 309 (3 decks)

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