MGMT 351 Chapter 4 Organizational Environment
Reasons people won't join union
- perception of corrupt leadership - distrust in agenda - desire to identify with the organization instead of the antagonistic force of union
environmental observation methods:
-buffering -boundary spanning -forecasting -benchmarking
sectors that make up the task environment
-customers -suppliers and distributors -competitors -government -special interest groups -local communities -strategic partners -media
external elements
-governmental policies and procedures to various economic indicators -changing social trends
6 forces of the general environment:
-political, legal, and ethical -economic -technological -demographic -sociocultural -global
right-to-work laws
A state law forbidding requirements that workers must join a union to hold their jobs.
Managerial challenges related to innovation
Looking at things differently and being creative in choosing solutions
Sociocultural Forces
Norms, trends, and behaviors that emanate from a country's social structure and cultural values
Current Managerial Issues and Challenges:
Sustainability Customer Service Outsourcing/Offshoring Economic Turbulence Ethical Management
general environment
a far-reaching set of forces that indirectly impact the organization over time
task environment
a group of sectors that directly and immediately impact the organization and influence its decision making on a daily basis
geographic clusters (agglomerations)
a group of similar organizations located close to each other to enhance the specialization of a particular region
competitive advantage
a set of unique features of a company and its products that are perceived by the target market as significant and superior to those of the competition
buffering
absorbing uncertainty from the environment so the organization can perform its primary roles efficiently
union security agreement
an agreement forcing new members of an organization to join a union
stakeholder
an individual or group that is impacted by the organization
Knowledge management
assessing and systematizing knowledge resources to find new solutions to ongoing problems, so that companies can gain a competitive advantage
benchmarking
constant comparisons that organizations make between themselves and others
The task environment includes:
customers, suppliers, distributors, competitors, government, special interests, communities, strategic partners, the media
internal environment
elements that occur within an organization, such as strategy, culture, technology, policies, procedures, and intellectual capital
external stakeholders
individuals and groups outside the organization's environment that have interest in the organization
internal stakeholders
owners, stockholders, employees, and board of directors
boundary spanning
scanning the environment to detect information that organizations believe is important for their business
forcasting
the art and science of predicting future events
supply chain management
the control and coordination of inventory through transportation and logistics
organizational environment
the factors, forces, and groups both inside and outside an organization that impact everyday activities
external environment
the factors, forces, and groups outside an organization that impact everyday activities
strategic alliances
two organizations must serve the same customer, each needing help from the other
Business intelligence
using complex software to gather and analyze large amounts of internal and external data to detect certain patterns or trends; also called analytics
Managerial challenges related to technology
• Makes time and location of communication and interaction unimportant. • E-commerce has rewritten rules of online shopping and service.