Study your flashcards anywhere!

Download the official Cram app for free >

  • Shuffle
    Toggle On
    Toggle Off
  • Alphabetize
    Toggle On
    Toggle Off
  • Front First
    Toggle On
    Toggle Off
  • Both Sides
    Toggle On
    Toggle Off
  • Read
    Toggle On
    Toggle Off
Reading...
Front

How to study your flashcards.

Right/Left arrow keys: Navigate between flashcards.right arrow keyleft arrow key

Up/Down arrow keys: Flip the card between the front and back.down keyup key

H key: Show hint (3rd side).h key

A key: Read text to speech.a key

image

Play button

image

Play button

image

Progress

1/43

Click to flip

43 Cards in this Set

  • Front
  • Back
external environments
all events outside a company that have the potential to influence or affect it
environmental change
the rate at which a company's general and specific environments change
stable environment
enivoronment in which the rate of change is slow
dynamic environment
environment in which the rate of change is fast
punctuated equilibrium theory
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
Environmental Complexity
the number of external factors in the environment that affect organizations
Simple Environment
An environment with few environmental factors
Complex Environment
An Environment with many environmental factors
Specific Environment
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
General Environement
The economic, technological sociocultural and politicaltrends that indirectly affect all organizations
Environmental Munificence
The degree to which an organization's external environment has and abundance or scarcity of critical organizational resources
Uncertainty
Extent to which managers can understand or predict which environmental changes and trends will affect business
Business Confidence indices
indices that show managers' level of confidence about future business growth
technology
knowledge, tools and techniques used to transfer inputs into outputs (raw material into finished products or service)
competitors
companies in the same industry that sell similar products or services to customers
competitive analysis
a process for monitoring competitors that involves identifying competitors, anticipating their moves, and determining their strengths and weaknesses.
suppliers
companies that provide material, human, financial and informational resources to other companies
supplier dependence
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
buyer dependence
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
opportunistic behaviour
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
Industry regulation
regulations and rules that govern the business practices and procedures of specific industries, businesses, and profesions
advocacy groups
groups of concerned citizens who band together to try to influence the business practices of specific industries, businesses, and professions
public communications
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
media advocacy
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
product boycott
an advocacy group tactic of protesting a company's actions by convincing consumers not to purchase its product or service
environmental scanning
searching the environment for important events or issues that might affect an organization
internal environment
the events and trends inside an organization that affect management, employees and organizational culture
organizational culture
the values beliefs and attitudes shared by organizational members
visible artifacts
visible signs of an organization's culture, such as the office design and layout, company dress codes, and company benefits and perks.
organizational stories
stories told by organizational members to make sense of the organization events and changes, and to emphasize culturally onsistent assumptions, decisions and actions.
Organizational Heroes
people celebrated for their qualities and achievements within an organization
Organizational rituals
routine activities that empansize the organization's culture
organizational ceremonies
planned activities or events that emphasize culturally consistent assumptions, decisions and actions.
Organizational symbols
somthing that represents something else
Company vision
company's purpose or reason for existence
behavioural additon
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
behavioural substition
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
4 Elements of General Environment
Economy
Technology
Political/Legal Trends
Sociocultural Trends
5 Elements of Specific Environments
Customers, Competitors, Advocacy groups, Regulators, Suppliers
3 Steps of making sense of chaning environments
environmental scanning
interpreting environmental factors
acting on threats and opportunities
4 factors of successful organizational cultures
Adaptability
consistency
Involvement
Clear mission
6 ways of creating an organizational culture
visible artifacts
stories
heros
rituals
ceremonies
symbols