Management 3335 Chapter 3

Front 1

External environments

Back 1

All events outside a company that have potential to influence or affect it.
Environmental change
Environmental complexity
Resource scarcity
Uncertainty

Front 2

Environmental change

Back 2

The rate at which a company's general and specific environment change.

Front 3

Stable environment

Back 3

Environment in which the rate of change is slow.

Front 4

Dynamic environment

Back 4

And environment in which the rate of change is fast.

Front 5

Punctuated equilibrium theory

Back 5

The theory that companies go through long periods of stability (equilibrium), followed by short periods of dynamic, fundamental change (revolutionary periods), and then a new equilibrium.

Front 6

Environmental complexity

Back 6

The number and the intensity 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

Resource scarcity

Back 9

The abundance or shortage of critical organizational resources in an organization's external environment.

Front 10

Uncertainty

Back 10

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

Front 11

General environment

Back 11

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

Front 12

Specific environment

Back 12

The customers, competitors, suppliers, industry regulations, and advocacy groups that are unique to an industry and indirectly affect our company does business.

Front 13

Business confidence indices

Back 13

Indices that show managers level of confidence about future business growth.

Front 14

Sociocultural component

Back 14

Refers to the demographic characteristics, general behavior, attitudes, and beliefs of people in a particular society. Socialcultural changes and trends influence organizations in two important ways.
1) changes in demographic characteristics, such as the number of people with particular skills or the growth of or decline in the number of people with particular population characteristics (martial status, age, gender, ethnicity) affect our company staff their businesses.
2) Sociocultural changes in behavior, attitudes, and beliefs also affect the demand for businesses products and services today.

Front 15

Political/Legal Component

Back 15

Includes the legislation, regulations, and court decisions that govern and regulate business behavior. Many managers are also unaware of the potential legal risk associated with traditional managerial decisions about recruiting, hiring, and firing employees.

Front 16

Specific environment

Back 16

Includes customers, competitors, suppliers, industry regulation, and advocacy group components.

Front 17

Reactive customer monitoring

Back 17

Involves identifying and addressing customer trends and problems after they occur.

Front 18

Competitors

Back 18

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

Front 19

Competitive analysis

Back 19

A process for monitoring the competition that involves identifying competition, anticipating their moves, and determining their strengths and weaknesses.

Front 20

Suppliers

Back 20

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

Front 21

Supplier dependence

Back 21

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

Front 22

Buyer dependence

Back 22

The degree to which a supplier relies on a buyer because of the importance of that buyer to the supplier and the difficulty of finding other buyers for its product.

Front 23

Opportunistic behavior

Back 23

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

Front 24

Relationship behavior

Back 24

The establishment of mutual beneficial, long-term exchanges between buyers and sellers.

Front 25

Industry regulation

Back 25

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

Front 26

Advocacy groups

Back 26

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

Front 27

Public communications

Back 27

An advocacy group tactic that relies on voluntary participation by the news media and advertising industry to get the advocacy groups message out.

Front 28

Media advocacy

Back 28

An advocacy group tactic that involves framing issues as public issues; exposing questionable, explotative, or unethical practices; and forcing media coverage by buying media time for creating controversy that is likely to receive extensive news coverage.

Front 29

Product boycott

Back 29

Advocacy group tactic that involves protesting a company's actions by persuading consumers not to purchase its products or services.

Front 30

Environmental scanning

Back 30

Searching the environment for important events or issues that might affect the organization.

Front 31

Cognitive maps

Back 31

Graphic depictions of how managers believe environmental factors relate to possible organizational actions.

Front 32

Internal environment

Back 32

The events and trends inside an organization that affects management, employees, and organizational culture. They are important because they affect what people think, feel, and do at work.

Front 33

Organizational culture

Back 33

The values, beliefs, and attitudes shared by organizational members.

Front 34

Organizational stories

Back 34

Stories told by organizational members to make sense of organizational events and changes and to emphasize culturally consistent assumptions, decisions, and actions.

Front 35

Organizational heroes

Back 35

People celebrated for their qualities and achievements within an organization.

Front 36

Adaptability

Back 36

Is the ability to notice and respond to changes in the organizations environment.

Front 37

Employee involvement

Back 37

Allows employees to feel a greater sense of ownership and responsibility.

Front 38

Company mission

Back 38

Is the business purpose or reason for existing.

Front 39

Consistent organizational cultures

Back 39

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

Front 40

Behavioral addition

Back 40

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 41

Behavioral substitution

Back 41

The process of having managers and employees perform new behaviors central to the new organizational culture in place of behaviors that was central to the old organizational culture.

Front 42

Visible artifacts

Back 42

Visible signs of an organization's culture, such as the office design and layout, company dress code, and company benefits and perks, like stock options, personal parking spaces, or the private company dining room.

Front 43

Selection

Back 43

The process of gathering information about job applications to decide who should be offered a job.