Management

Front 1

Organizational environment

Back 1

consists of both general and task environments, includes all elements existing outside the boundary of the organization that have the potential to affect the organization

Front 2

Organizational ecosystem

Back 2

includes organizations in all the sectors of the task and general environments that provide the resource and information transactions, flows, and linkages necessary for an organization to thrive

Front 3

General environment

Back 3

indirectly influences all organizations within an industry and includes five dimensions

Front 4

Task environment

Back 4

includes the sectors that conduct day-to-day transactions with the organization and directly influence its basic operation and performance

Front 5

International dimension of external environment

Back 5

represents events originating in foreign countries, as well as opportunities for U.S. companies in other countries

Front 6

Technological dimension of general environment

Back 6

includes scientific and technological advances in society

Front 7

Sociocultural dimension

Back 7

includes demographic characteristics, norms, customs, and values of a population within which the organization operates

Front 8

Economic dimension

Back 8

represents the general economic health of the country or region in which the organization operates

Front 9

Legal-political dimension

Back 9

includes government regulations at the local, state, and federal levels, as well as political activities designed to influence company behavior

Front 10

Internal Environment

Back 10

includes elements within the organization's boundaries, such as employees, management, and corporate culture

Front 11

Natural dimension

Back 11

includes all elements that occur naturally on Earth, including plants, animals, rocks, and natural resources such as air, water, and climate

Front 12

Customers

Back 12

part of task environment and include people and organizations that acquire goods or services from the organization

Front 13

Competitors

Back 13

organizations within the same industry or type of business that vie for the same set of customers

Front 14

Suppliers

Back 14

provide the raw materials the organization uses to produce its input

Front 15

Labor market

Back 15

represents the people available for hire by the organization

Front 16

Uncertainty

Back 16

managers do not have sufficient information about environmental factors to understand and predict environmental needs and changes

Front 17

Strategic issues

Back 17

events and forces that alter an organization's ability to achieve its goals. As environmental turbulence increases, strategic issues emerge more frequently

Front 18

Boundary-spanning roles

Back 18

link to and coordinate the organization with key elements in the external environment

Front 19

Interorganizational partnerships

Back 19

reduce boundaries and increase collaboration with other organizations

Front 20

Merger

Back 20

occurs when two or more organizations combine to become one

Front 21

Joint venture

Back 21

strategic alliance or program by two or more organizations

Front 22

Organizational culutre

Back 22

set of key values, beliefs, understandings, and norms shared by members of an organization

Front 23

Symbol

Back 23

an object, act, or event that conveys meaning to others

Front 24

Story

Back 24

narrative based on true events and is repeated frequently and shared among organizational employees

Front 25

Hero

Back 25

figure who exemplifies the deeds, character, and attributes of a strong culture

Front 26

Slogan

Back 26

succinctly expresses a key corporate value

Front 27

Ceremonies

Back 27

held by managers and are planned activities at special events to reinforce company values

Front 28

Adaptability culture

Back 28

characterized by values that support company's ability to interpret and translate signals from the environment into new behavior responses

Front 29

Achievement culture

Back 29

results-oriented culture that values competitiveness, personal initiative, and achievement

Front 30

Involvement culture

Back 30

culture that places high value on meeting the needs of employees and values cooperation and equality

Front 31

Consistency culture

Back 31

values and rewards a methodical, rational, orderly way of doing things

Front 32

Quadrant A

Back 32

High performance

Low cultural values

Managers meet performance goals but fail to uphold cultural values

Front 33

Quadrant B

Back 33

High performance

High Cultural values

Managers achieve performance goals and uphold desired cultural values

Front 34

Quadrant C

Back 34

Low performance

Low cultural values

Managers do not meet performance goals or uphold cultural values

Front 35

Quadrant D

Back 35

Low performance

High cultural values

Managers do not meet performance goals but do uphold cultural values

Front 36

High-performance culture

Back 36

created by managers emphasizing both values and business results

Front 37

Cultural leaders

Back 37

define and articulate important values that are tied to a clear and compelling mission, which they communicate widely and uphold through their actions