Chapter 3 MGMT W/ QUIZ

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consistent organizational culture

a company culture in which the company actively defines and teach organizational values, beliefs, and attitudes

company mission

a company's purpose or reason for existing

competitive analysis

a process for monitoring the competition that involves identifying competition, anticipating their moves, and determine their strengths and weaknesses

(competitor component) competitive analysis

a process of monitoring the competition that involves identifying competition, anticipating their moves, and determining their strengths and weaknesses

opportunistic behavior

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

external environments

all events outside a company that have the potential to influence or affect it -Stable (slow rate of change) -Dynamic (fast rate of change)

media advocacy

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 receive extensive news coverage

product boycott

an advocacy group tactic that involves protesting a company's actions by persuading consumers not to purchase its product or service

public communications

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

dynamic environment

an environment in which the rate of change is fast

stable environment

an environment in which the rate of change is slow

complex environment

an environment with many environmental factors

simple environment

an environment, with few environmental factors

uncertainty

extent to which managers can understand or predict which environmental changes and trends will affect their businesses

a growing economy provides a?

favorable environment for business growth

(behaviors) relationship behavior

focuses on establishing a mutually beneficial, long-term relationship between buyers and sellers

cognitive maps

graphic depictions of how managers believe environmental facts relate to possible organizational actions

a company facing a simple environment would:

have few external factors in the environment that affect it

changes in technology can?

help companies provide better products or produce their products more efficiently

environmental scanning

searching the environment for important events or issues that might affect an organization

organizational stories

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

resource scarcity

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

specific environment

the customers, competitors, suppliers industry regulations, and advocacy groups that are unique to an industry and directly affect how a company does business

supplier dependence

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

buyer dependence

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

general environment

the economic, technological, sociocultural, and political/legal trends that indirectly affect all organizations

relationship behavior

the establishment of mutually beneficial, long-term exchanges between buyers and suppliers

internal environment

the events and trends inside an organization that affect management, employees, and organizational culture

technology

the knowledge, tools, and techniques used to transform inputs into outputs (an umbrella term for the knowledge, tools, and techniques used to transform inputs into outputs)

(Political/ Legal components)

the legislation, regulations, and court decisions that govern and regulate business behavior

environmental complexity

the number and the intensity of external factors in the environment that affect organizations -simple (few environmental factors that affect organizations) -complex (many environmental factors that affect organizations)

behavioral substitution

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 organizational culture

behavioral addition

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

environmental change

the rate at which a company's general and specific environments change

(Interpreting Environmental Factors) Threat or opportunity?

(threat) -managers typically take steps to protect the company from further harm (opportunity) -managers consider strategic alternatives for taking advantage of those events to improve performance

Changing Organizational Cultures

-behavioral addition -behavioral substitution -change visible artifacts -hiring people with values and beliefs consistent with desired culture

Specific environment

-customers -competitors -suppliers -industry regulations -advocacy groups

organizational culture is sustained by...

-organizational stories -organizational heroes

Environmental scanning

Searching the environment for important events or issues that might affect an organization -managers scan the environment to reduce uncertainty -organizational strategies affect environmental scanning -environmental scanning contributes to organizational performance

(competitor component) competitors

companies in the same industry that sell similar products or services

competitors

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

(supplier component) suppliers

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

suppliers

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

advocacy groups

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

Advocacy Groups

concerned citizens who band together to try to influence the business practices of specific industries, businesses, and professions -public communication -media advocacy -product boycott

Sociocultural component

demographic characteristics, general behavior, attitudes, and beliefs of people in a particular society

business confidence indices show?

how confident managers are about future business growth

one of the key factors having an influence on the relationship between companies and their suppliers is_______.

how dependent they are on each other

(customer component) Proactive customer monitoring

identifying and addressing customer needs, trends, and issues before they occur

(customer component) Reactive customer monitoring

identifying and addressing customer trends and problems after they occur

business confidence indices

indices that show manager's level of confidence about future business growth

technology is the______used to transform inputs (raw materials, information, etc) into outputs(goods or services)

knowledge, tools, and techniques

(Political/ legal components) many managers are unaware of the ________ associated with traditional managerial decisions like recruiting, and firing employees

legal risks

behavioral addition and substitution can be used by managers to______.

modify corporate culture

According to leaders at camp bow wow, heidi ganahl's life story helps to ______ individuals throughout the organization

motivate

Based on the Camp Bow Wow video, Heidi Ganahl's personal example of triumph over tragedy should be expected to have a strong impact on the company's

organizational culture

the_____is the set of key values, beliefs, and attitudes shared by organizational members

organizational culture

organizational heroes

people celebrated for their qualities and achievements within an organization

creation and maintenance of organizational cultures

primary source of organizational culture is the company founder

industry regulation

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

Of the following, which would be considered to be a component of volkswagen's specific environment and have a direct influence on how the company conducts its business?

renault, a french car maker

At camp bow wow, all employees, franchisees, and recruits learn the inspirational story of how Heidi Ganahl founded the doggie day care company. This is important because:

the story helps convey camp bow wow's shared values, attitudes, beliefs, and mission

punctuated equilibrium theory

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

organizational culture

the values, beliefs, and attitudes shared by organizational members

when environmental change and complexity are at low levels and resource scarcity is small (i.e, resources are plentiful),

uncertainty is low, and managers feel confident that they can understand, predict, and react to the external forces that affect their businesses

When environmental change and complexity are at high levels and resource scarcity is high, uncertainty is high, and managers may not be at all confident that they can ?

understand, predict, and handle the external forces affecting their business

this video discussion various things that help shape people's perceptions of camp bow wow, such as web sites, logos, and shirts. These are known as_______

visible artifacts

visible artifacts

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

(behaviors) opportunistic behavior

when one party benefits at the expense of another


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