General Management Test 1 Chapter 3: Organizational Environments And Culture

Front 1

External environments

Back 1

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

Front 2

internal environments

Back 2

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

Front 3

Changing Environments: 4 Characteristics

Back 3

1. Environmental Change

2. Environmental Complexity

3. Resource Scarcity

4. The uncertainty that environmental change, complexity, and resource scarcity can create for organizational managers

Front 4

Resource Scarcity

Back 4

the abundance or scarcity of critical organizational resources in an organization's external environment

Front 5

Uncertainty

Back 5

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

Front 6

general environment

Back 6

the economic, technological, sociocultural, and political trends that indirectly affect all organizations

Front 7

specific environment

Back 7

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

Front 8

Technology

Back 8

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

Front 9

sociocultural component of general environment

Back 9

demographic characteristics, general behavior, attitudes, and beliefs of people in a particular society

Front 10

political/legal component of the general environment

Back 10

legislation, regulations, and court decisions that govern and regulate business behavior. New laws and regulations continue to impose additional responsibilities on companies. Many managers are unaware of these new responsiblilities.

Front 11

Specific environment

Back 11

1. customer

2. competitor

3. supplier

4. industry regulation

5. advocacy group components of the specific environment affect businesses

Front 12

Reactive customer monitoring

Back 12

involves identifying and addressing customer trends and problems after they occur

Front 13

Proactive monitoring

Back 13

identifying and addressing customer needs, trends, and issues before they occur

Front 14

Competitors

Back 14

companies in the same industry that sell similar products or services to customers; managers often do a poor job of identifying potential competitors, because they tend to focus on only two or three well-known competitors with similar goals and resources. sometimes underestimate potential competitors

Front 15

Suppliers

Back 15

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

Front 16

Opportunistic behavior

Back 16

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

Front 17

industry regulation

Back 17

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

Front 18

Advocacy Groups

Back 18

concerned citizens who band together to try to influence the business practices of specific industries, businesses, and professions. Labor Union, NRA, Environmental Alliance, PETA

Front 19

Product boycott

Back 19

tries to persuade consumers not to purchase a company's product or service

Front 20

Making sense of changing environments 3 step process

Back 20

1. environmental scanning

2. interpreting environmental factors

3. acting on threats and opportunities

Front 21

environmental change

Back 21

the rate at which a companys general and specific environments change

Front 22

environmental complexity

Back 22

the number and intensity of external factors in the environment that affect organizations

Front 23

general environment

Back 23

economic technological sociocultural political trends that indirectly affect all organizations

Front 24

specific environment

Back 24

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

Front 25

Successful Organizational Cultures

Back 25

1. *Adaptability

2. Involvement

3. Clear Vision

4. Consistency

Front 26

Company mission

Back 26

a company's purpose or reason for existing

Front 27

consistent organizational culture

Back 27

a company culture in which the company actively defines and teaches organizational values, beliefs, and attitudes

Front 28

behavioral addition

Back 28

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

Front 29

behavioral substitution

Back 29

managers and employees perform new behaviors central to the "new" organizational culture in place of behaviors that were central to the "old" organizational culture