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Terms in this set (41)
what impact does organizational culture have on corporate performance?
major
organizational culture is most strongly shaped by
symbols, stories, heroes, slogans, ceremonies
how easy or difficult is it to change organizational culture?
its relatively stable
external environment
everything outside an organization's boundaries that might affect it
- split into the general and task environments
internal environment
the conditions and forces within an organization
includes owners, boards of directors, employees, physical environment, culture
general environment
includes international, technical, political/legal, sociocultural, and economic dimensions that create context for the org
- need to consider all the dimensions when making decisions
- allows managers to preemptively (or attempt to) react to the environment
task environment
includes competitors, customers, suppliers, strategic partners, regulators, affects day to day operations
- external entities affect day to day business (includes keeping up with competitors and customer taste)
owners
consist of all those who can claim the organization as their legal property
board of directors
a group of persons elected by the stockholders to manage a corporation
employee issues
workforce is becoming more demographically diverse which is somehow a problem for this professor since 'diverse people have more issues and it was easier to be a manager when everyone was all the same (white men)'
- increased reliance on temp workers
- labor unions are also
an issue bc the employees want rights and that's also a weird concept to this prof
physical work environment issues
- location, design, layout
- layouts of offices can affect productivity, need to design workspaces for efficiency and comfort of employees
- prof says most important thing is going where you can get the best tax breaks
organization's culture
set of values, beliefs, behaviors, customs, and attitudes that help the members of the organization understand what it stands for, how it does things, and what it considers important
- culture defines the essence of the org, defies objective measurement or observation yet is the foundation of the internal environment
effects of culture
- organizational culture
is really important and has far reaching effects
- can shape firm's effectiveness, long term success, and increase productivity
- high turnover happens with bad culture
ex: jc penney calls employees associates rather than employee, disney still asks "what would walt do?", different attire at different companies
determinants of org culture
- develops over time, improves, started by founders (ex: chick
fil a founder established culture of good service and homophobia)
- includes corporate success and shared experiences
managing organizational culture
- managers must understand current org
- managers should reward behavior consistent with culture
- if culture needs changing, managers should identify the culture they want/prefer and bring in new people/adopt new slogans/tell new stories to support
it
multiculturalism
broad issues associated with differences in values, beliefs, behaviors, customs, and attitudes held by people in different cultures
diversity
exists in a group or org when its members differs from one another along one or more important dimensions such as age, gender, or ethnicity
reasons for increasing diversity and multiculturalism
1 changing demographics in the labor force
2 increased awareness that diversity improves the quality of the workforce
3 legislation and legal action
4 the globalization movement
major trend is that all orgs are becoming more multicultural and diverse
dimensions of diversity and multuralism
-
average age of worker is increasing, people are working longer (bc they have no savings bc of fked economy/healthcare costs, birth rate decline)
- prof says there are more women in the workplace now so we should just shut up about seeking equality
- ethnic diversity is increasing - oh my!!!!
organization-environment relationships
- organizations are open systems and interact with various dimensions in
many different ways
1 how environments affect organizations
2 how organizations adapt to their environments
economic dimension - general environment
the overall health and vitality of the economic system in which the organization operates, dictates how much investment and growth may be possible
mcdonalds ex: modest economic growth, moderate unemployment, low inflation
technological dimension - general environment
the methods available for converting resources into products or services, includes the rapid infusion of digital tech into business
mcdonalds ex: improved IT, more efficient operating systems, including the app and automated ordering systems at some locations
sociocultural dimension - general environment
the customs, morals, values, and demographic characteristics of the society in which the organization functions; sociocultural processes are important because they determine the products/services/standards of conduct that the society is likely to value
ex: smoking no longer acceptable for the most part in US, leads to decline in tobacco biz
mcdonalds ex: demographic shifts in number of single adults, growing concern about health and nutrition defies mcd's business model, rising popularity of
meat alternatives
political-legal dimension - general environment
government regulation of business and the relationship between business and government, important for 3 reasons
1 legal system partially defines what can and cannot be done
2 pro/anti business sentiment in gov't influences business activities (stopping monopolies etc)
3 political stability has ramifications for planning (don't want to
build a store in a country we may go to war with etc)
mcdonalds ex: government defined food standards, local zoning climates, general posture towards business regulation
international dimension - general environment
the extent to which an org is involved in or affected by business in another country whether it be doing business or getting supplies
mcdonalds ex: restaurants in 115 countries, about 2/3 of total sales are outside the US, rely on other countries for beef (if there is a drought in South Am. that may affect the ease and price of beef for mc'ds)
competitors - task environment
org's competitors are orgs that compete with it for resources or customer dollars, also occurs between substitute products (cruise vs camping)
mcdonalds ex: burger king, p terrys, starbucks, subway, dairy queen - how and what are they doing?
customers - task environment
the people or other organizations that buy a firm's products and services, need to tailor services/goods to the customer's changing needs
mcdonalds ex: serving beer in germany, wine in france, lamb instead of beef in india
suppliers - task environment
orgs that provide resources for other orgs; avoid doing biz with one supplier as it can be risky if they have issues (also keeps it competitive amongst suppliers - keeps costs down)
mcdonalds ex: buys soda from coke, individual ketchup packets from various suppliers, wholesale food suppliers, packaging suppliers may all be different; if there was a drought in Brazil it would be hard to get beef for awhile
strategic partners - task environment
aka strategic allies, two ore more companies that work together in joint ventures or other partnerships
mcdonalds ex: partnering with walmart/olympics/disney, foreign partners/airports, pressure on them is pressure on mcd's bottom line
regulators - task environment
elements of the task environment that have the potential to control, legislate, or otherwise influence an org's policies and practices, new regulations go all the way down the supply chain
mcdonalds ex: FDA, EPA, SEC
regulatory agencies
created by the gov to protect the public from certain biz practices or to protect orgs from one another, sometimes agencies contradict each other
ex: issues w exxon mobile regulations after oil spill, new regulations and sanctions partially contradicted each other and cost a lot of money
interest groups
organized by their members to try and influence regulatory orgs or other orgs
glass ceiling
barrier that keeps women from advancing to top management positions, its a real barrier thats difficult to break but its also subtle and hard to see
prof says its not real bc hillary was a presidential candidate but she lost which she apparently deserves and that reflects on all women who have been discriminated against on gender basis
uncertainty
a driving force that influences many org decisions; determined by degree of homogeneity and degree of change
least uncertainty
simple environment (high homogeneity) + stable environment (low degree of change) = least uncertainty
moderate uncertainty
1 simple environment (high homogeneity) + dynamic environment (high degree of change) = moderate uncertainty (DYNAMIC BUT SIMPLE ENVIRONMENT)
2 complex environment (low homogeneity) + stable environment (low degree of change) = moderate uncertainty
most uncertainty
complex environment (low homogeneity) + dynamic environment (high degree of change) = most uncertainty
Beige Inc. sells very few products in the market, has a constant and stable supply of resources, and faces relatively less competition. What level of uncertainty does Beige Inc. have?
simple environment with relatively low levels of uncertainty
five competitive forces
1 competition rivalry
2 threat of new entrants
3 threat of substitutes
4 power of buyers
5 power of suppliers
environmental turbulance
unexpected changes and upheavals in the environment of an organization; sometimes cannot be avoided or predicted like an oil spill, natural disaster, economic recession
- need to have a crisis communication strategy or team ready to handle issues, prof thinks this is PR which he apparently does not think is that important (aka oil companies having to get ahead of 'the media's agenda' when they cause a huge environmental tragedy - can't have the company take full responsibility bc MuH ShArEhOlDeRs)
how orgs adapt to the environment
information management
strategic
response
mergers/acquisitions/alliances
organization design and flexibility
direct influence
social responsibility
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