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organizational environment

all elements existing outside the boundary of the organization that have the potential to affect the organization

general environment

affects organizations indirect. Includes social , economic, legal/political, international, natural, and technological factors that influence all organizations about equally

task environment

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

internal environment

elements w/I the organization's boundaries...composed of current employees, managemFent and corporate culture

international dimension

-(of external environment) represents events originating in foreign countries as well as opportunities for US companies in other countries

technological dimension

of the general environment includes scientific and technological advancements in a specific industry as well as in society in large

sociocultural dimension

of the general environment represents the demographic characteristics as well as the norms, customs, and values of the general populations

key demo trends

1. baby boomas
2. Hispanic growth
3. Gen y flooding workplace

economic dimension

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

legal-political dimension

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

pressure groups

work w/I the legal political framework to influence companies to behave in socially responsible ways

natural dimension

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


those people and organizations in the environment that acquire goods or services from the organization


other organizations in the same industry or type of business that provide goods or services to the same set of customers


provide the raw materials the organization uses to produce its output

labor market

represents people in the environment who can be hired to work for the organization


managers do no have sufficient information about environmental factors to understand/predict environmental needs/changes

boundary spanning roles

- link and coordinate the organization with key elements in the external environment. Detect and process info about changes in the environment, and they represent organiz. Interest's in the environment

business intelligence

search thru data to spot significant patterns/trends

competitive intelligence

activities to get as much info as possible about rivals


2 or more organizations combine to become one

joint venture

strategic alliance/program by 2 or more organizations


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


object, act, or event that conveys meaning to others


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


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


phrase or sentence that succinctly expresses a key corporate value


planned activity at a special event that is conducted for the benefit of an audience

adaptability culture

characterized by values that support the company's ability to interpret and translate signals from the environment into new behavior responses. emerges in an environment that requires fast response and high-risk decision making

achievement cultures

suited to organizations concerned w/ serving specific customers in the external environment but without the intense need for flexibility and rapid change

involvement culture

a culture that places a high value on meeting the needs of employees and values cooperation and equality..emphasizes an internal focus on the involvement and participation of employees to adapt rapidly to changing needs from the environment

consistency culture

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

high performance culture

managers emphasize both values and business results

cultural leader

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

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