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Management > Chpt 3 - Organisational Environments & Cultures > Flashcards

Chpt 3 - Organisational Environments & Cultures Flashcards

1
Q

external environments

A

all events outside a company that have the potential to influence or affect it. There is no control over this

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2
Q

Four characteristics of changing external environments

A
  • environmental change
  • environmental complexity
  • resource scarcity
  • environmental uncertainty for organisational managers created by environmental change, environmental complexity and resource scarcity.
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3
Q

Environmental change

A

the rate at which a company’s general and specific environments change

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4
Q

Environmental change - Stable environment

A

an environment in which the rate of change is slow

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5
Q

Environmental change - Dynamic environment

A

an environment in which the rate of change is fast

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6
Q

Environmental change - Punctuated Equilibrium theory

A

a theory that holds that companies go through long, simple periods of stability (equilibrium) followed by short periods of dynamic, fundamental change (revolution) finishing with a return to stability, reaching a new equilibrium

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7
Q

Environmental Complexity

A

the number of external factors in the environment that affect organisations

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8
Q

Environmental Complexity - Simple Environment

A

an environment with few environmental factors

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9
Q

Environmental Complexity - Complex environment

A

an environment with many environmental factors

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10
Q

Environmental change - resource scarcity

A

the abundance or shortage of critical organisational resources in an organisations external environment

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11
Q

Environmental change - environmental uncertainty

A

the extent to which managers can understand or predict which environmental changes and trends will affect their businesses

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12
Q

Two kinds of external environments which influence organisations

A
  • General Environment

- Specific Environment

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13
Q

1 external environment, General

A

the economic, technological, sociocultural and political trends that indirectly affect ALL organisations

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14
Q

2 external environment, Specific

A

the customers, competitors, suppliers, industry regulations and advocacy groups that are unique to an industry and directly affect how a company does business

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15
Q

Four components of the General Environment

A

The economy
Technological trends
Sociocultural trends
Political/Legal trends

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16
Q

General environment - economic component

A

the current state of a country’s economy affects virtually every organisation doing business there.
environmental scanning takes place here for business decisions.

17
Q

General environment - technology component

A

the knowledge, tools and techniques used to transform input to output.

18
Q

Business Confidence Indices

A

indices that show the level of confidence managers have about future business growth.

19
Q

General environment - Sociocultural component

A

refers to the demographic characteristics, general behaviour, attitudes and beliefs of people in a particular society. Sociocultural trends and changes influence organisations in two important ways.

20
Q

Political/Legal Component

A

includes legislation, regulations and court decisions that govern and regulate business behaviour.

21
Q

Components of specific environment

A 
Customers
Competitors 
Suppliers 
Industry Regulation
Advocacy Group
22
Q

Specific Environment - Customer monitoring types

A

reactive - is identifying and addressing customer trends and problems after they occur eg complaints response

23
Q

Specific Environment - Customer monitoring types

A

proactive - is identifying and addressing customer trends and problems before they occur. eg multibranding

24
Q

Specific Environment - Competitor Component & competitor analysis

A

other businesses in the same industry
competitive analysis - a process for monitoring the competition that involves identifying competition, anticipating their moves and determining their strengths and weaknesses.

25
Q

Specific Environment - Supplier Component & supplier & buyer dependance

A

the degree to which a company relies on a supplier because of the importance of the suppliers products to the company and the difficulty of finding other sources of that product.

buyer dependance - where a supplier relies on a buyer because of the importance of that relationship and difficulty in finding other buyers.

26
Q

Specific Environment - Supplier Component - behaviour

A

opportunistic behaviour - a transaction in which one party in the relationship benefits at the expense of the other.

relationship behaviour - mutually beneficial, long term exchanges between buyers and suppliers

27
Q

Specific Environment - Industry regulation component

A

regulatory agencies create and enforce rules and regulations to protect consumers, employees or society as a whole. these can be government agencies and regulatory commissions.

28
Q

Specific Environment - Advocacy group component

A

groups of concerned people who band together to try to influence the business practises of specific industries, businesses and professions.

29
Q

Specific Environment - Advocacy group tactic

A

public communications - a tactic which relies on voluntary participation y the news, media and the advertising industry to get the advocacy message out

30
Q

Specific Environment - Advocacy group tactic

A

media advocacy - a tactic which involves framing issues as public issues, exposing questionable, exploitative or unethical practises, and forcing media coverage by buying media time or creating controversy that is likely to receive extensive news coverage.

31
Q

Making sense of changing environments - 3 step process

A

environmental scanning
interpreting environmental factors
acting on threats and opportunities

32
Q

Environmental scanning

A

searching the environment for important events or issues that might affect an organisation

33
Q

interpreting environmental factors

A

are they threats or opportunities?

34
Q

acting on threats and opportunities

A

using cognitive maps to visually summarise the perceived relationships between environmental factors and possible organisational actions

35
Q

internal environments

A

the events and trends inside an organisation that affect management, employee and organisational culture

36
Q

organisational culture

A

the values, beliefs and attitudes shared by organisational members.

37
Q

creation and maintenance of organisational cultures

A

company founder
organisational stories
organisational heroes

38
Q

successful organisational cultures

A

adaptability
employee involvement
company vision
consistant organisational cultures

39
Q

changing organisational cultures

A

behavioural addition
behavioural substitution
visible artefacts

seen
heard
believed

Management (2 decks)

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