Bus232 Unit 2 - Organizational Environments And Cultures

Front 1

external environments

Back 1

all events outside a company that have the potential to influence or affect it

Front 2

environmental change

Back 2

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

Front 3

stable environment

Back 3

enivoronment in which the rate of change is slow

Front 4

dynamic environment

Back 4

environment in which the rate of change is fast

Front 5

punctuated equilibrium theory

Back 5

theory that holds that companies go through long simple periods of stability, followed by short periods of dynamic fundamental change and ending with a return to stability

Front 6

Environmental Complexity

Back 6

the number of external factors in the environment that affect organizations

Front 7

Simple Environment

Back 7

An environment with few environmental factors

Front 8

Complex Environment

Back 8

An Environment with many environmental factors

Front 9

Specific Environment

Back 9

the customer competitor supplier, industry regulation and public pressures group trends that are unique to an industry and directly affect how a company does business

Front 10

General Environement

Back 10

The economic, technological sociocultural and politicaltrends that indirectly affect all organizations

Front 11

Environmental Munificence

Back 11

The degree to which an organization's external environment has and abundance or scarcity of critical organizational resources

Front 12

Uncertainty

Back 12

Extent to which managers can understand or predict which environmental changes and trends will affect business

Front 13

Business Confidence indices

Back 13

indices that show managers' level of confidence about future business growth

Front 14

technology

Back 14

knowledge, tools and techniques used to transfer inputs into outputs (raw material into finished products or service)

Front 15

competitors

Back 15

companies in the same industry that sell similar products or services to customers

Front 16

competitive analysis

Back 16

a process for monitoring competitors that involves identifying competitors, anticipating their moves, and determining their strengths and weaknesses.

Front 17

suppliers

Back 17

companies that provide material, human, financial and informational resources to other companies

Front 18

supplier dependence

Back 18

the degree to which a company relies ona supplier because of the importance of the supplier's product to the company and the difficulty finding other sources of that product

Front 19

buyer dependence

Back 19

degree to which a supplier relies on a buyer because of the importance of that buyer to the supplier and the difficulty of selling its products to other buyers

Front 20

opportunistic behaviour

Back 20

transaction in which one party in the relationship benefits at the expense of the other

Front 21

relationship behaviour

Back 21

mutually beneficial, long term exchanges between buyers and suppliers

Front 22

Industry regulation

Back 22

regulations and rules that govern the business practices and procedures of specific industries, businesses, and profesions

Front 23

advocacy groups

Back 23

groups of concerned citizens who band together to try to influence the business practices of specific industries, businesses, and professions

Front 24

public communications

Back 24

an advocacy group tatic that relies on voluntary participation by the news media and the advertising industry to get an advocacy group's message out

Front 25

media advocacy

Back 25

an advocacy group tatic of framing issues as public issues, exposing questionalble exploitative or unethical practices and forcing media coverage by buying media time or creating controversy that is liekly to receive extensive news coverage

Front 26

product boycott

Back 26

an advocacy group tactic of protesting a company's actions by convincing consumers not to purchase its product or service

Front 27

environmental scanning

Back 27

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

Front 28

internal environment

Back 28

the events and trends inside an organization that affect management, employees and organizational culture

Front 29

organizational culture

Back 29

the values beliefs and attitudes shared by organizational members

Front 30

visible artifacts

Back 30

visible signs of an organization's culture, such as the office design and layout, company dress codes, and company benefits and perks.

Front 31

organizational stories

Back 31

stories told by organizational members to make sense of the organization events and changes, and to emphasize culturally onsistent assumptions, decisions and actions.

Front 32

Organizational Heroes

Back 32

people celebrated for their qualities and achievements within an organization

Front 33

Organizational rituals

Back 33

routine activities that empansize the organization's culture

Front 34

organizational ceremonies

Back 34

planned activities or events that emphasize culturally consistent assumptions, decisions and actions.

Front 35

Organizational symbols

Back 35

somthing that represents something else

Front 36

Company vision

Back 36

company's purpose or reason for existence

Front 37

behavioural additon

Back 37

the processess of having managers and employees perform new behaviours that are central and symbolic of the new organizational culture that a company wants to create

Front 38

behavioural substition

Back 38

the process of having managers and employees perform new behaviours central to the new organizational culture in place of behaviours that were centeral to the old organizational culture

Front 39

4 Elements of General Environment

Back 39

Economy
Technology
Political/Legal Trends
Sociocultural Trends

Front 40

5 Elements of Specific Environments

Back 40

Customers, Competitors, Advocacy groups, Regulators, Suppliers

Front 41

3 Steps of making sense of chaning environments

Back 41

environmental scanning
interpreting environmental factors
acting on threats and opportunities

Front 42

4 factors of successful organizational cultures

Back 42

Adaptability
consistency
Involvement
Clear mission

Front 43

6 ways of creating an organizational culture

Back 43

visible artifacts
stories
heros
rituals
ceremonies
symbols