Chapter 3: Organizational Environments and Cultures
all events outside a company that have the potential to influence or affect it
the rae at which a company's general and specific environment in which the rate of change is slow
an environment in which the rate of change is slow
an environment in which the rate of change is fast.
punctuated equilibrium theory
the theory that companies go through long periods of stability , followed y short periods of dynamic, fundamental change, and fininshing wht a return to stability.
the number and the intensity of external factors in the environment that affect organizations
an environment with few environmental factors
an environment with many environmental factors
the abundance or shortage of critical organizational resources in an organization's external environment.
extent to which managers can understand or predict which environmental changes and tends will affect their businesses
the economic, technological, sociocultural, and political trends that indirectly affect all organizations
the customers, competitors, suppliers, industry regulations, and advocacy groups that are unique to an industry and directly affect how a company does business.
business confidence indices
indices that show managers' level of confidence about future business growth.
the knowledge, tools, and techniques used to transform input into output.
companies in the same industry that sell similar products or services to customers
a process for monitoring the competition that involves identifying competition, anticipating their moves, and determining their strengths and weaknesses
companies that provide material, human, financial, and informational resources to other companies
the degree to which a cmpany relies on a supplier because of the importance of the supplier's product to the compnay and the difficulty of finding other sources of that product.
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 products
a transaction in which one party in the relationship benefits at the expense of the other
the establishment of mututally beneficial, long-term exchanges between buyers and suppliers.
regulations and rules that govern the business practices and procedures of specific industries, businesses, and professions.
concerned citizens who band together to try to influence the business practices of speific industries, businesses, and professions
an advocacy group tactic that relies on voluntary participation by the news media and the advertising industry to get the advocacy group's message out.
an advocacy group tactic that involves framing issues as public issues; exposing questionable, exploitative, or unethical practices; and forcing media time or creating controversy that is likely to recieve extensive news coverage.
an advocacy group tactic that involves protesting a company's actions by persuading consumers not to purchase its product or service
searching the environment for important events or issues that might affect an organization
graphic depictions of how managers believe environmental factors relate to possible organizational actions.
the events and tends inside an organization that affect management, employess, and organizational culture
the values, beliefs, and attitudes shared by organizational members
stories told by organizational members to make sense of organizational events and changes and to emphasize culturally consistent assumptions, decisions, and actions.
people celebrated for their qualities and achievements within an organization.
a company's purpose or reason for existing
consistent organizaitonal culture
a company culture in which the company actively defines and teaches organizational values, beliefs, and attitudes.
the process of having managers and employess perform new behaviors that are central to and symbolic of the new organizational culture that a company wants to create.
the process of having managers and employees perform new behaviors central to the "new" organizational culture in place of behaviors that were central to the "old" organizaitonal culture.
visible signs of an organization's culture, such as the office design and layout, company dress code, and company benifits and perks, like stock options, personal parking spaces, or the private company dining room.