chapter 2
task environment
...includes those sectors that have a direct working relationship with the organization, among them customers, competitors, suppliers, and the labor market.
A joint venture
...involves a strategic alliance or program by two or more organizations.
organizational ecosystem
...is a system formed by the interaction among a community of organizations in the environment. An ecosystem includes organizations in all the sectors of the task and general environments that provide the resource and information transactions, flows, and linkages necessary for an organization to thrive.
task environment
...is 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.
Uncertainty
...means that managers do not have sufficient information about environmental factors to understand and predict environmental needs and changes.
Suppliers
...provide the raw materials that the organization uses to produce its output.
labor market
...represents people in the environment who can be hired to work for the organization.
A joint venture
...typically occurs when a project is too complex, expensive, or uncertain for one firm to handle alone
business intelligence,
...which results from using sophisticated software to search through internal and external data to spot patterns, trends, and relationships that might be significant
Competitors
..are constantly battling for loyalty from the same group of customers.
fact
the one factor that increases a company's value the most is people and how they are treated
internal environment
the within which managers work includes corporate culture, production technology, organization structure, and physical facilities
sociocultural dimension
the.... of the general environment represents the demographic characteristics as well as the norms, customs, and values of the general population.
boundary spanning
they detect and process information about changes in the environment, and they represent the organization's interests to the environment.
big data analytics
to searching and examining massive, complex sets of data to uncover hidden patterns and correlations and make better decisions
Consistency culture
uses an internal focus and a consistency orientation for a stable environment. Following the rules and being thrifty are valued, and the culture supports and rewards a methodical, rational, orderly way of doing things.
environment
...includes competitors, resources, technology, and economic conditions that influence the organization
cultural leader
-The cultural leader articulates a vision for the organizational culture that employees can believe in -The cultural leader heeds the day-to-day activities that reinforce the cultural vision.
sociocultural characteristics
.... are geographical distribution and population density, age, and education levels.
Strategic issues
....are "events or forces either inside or outside an organization that are likely to alter its ability to achieve its objectives."
Mergers and acquisitions
....are one way organizations adapt to an uncertain environment.
general environment
...affects organizations indirectly. It includes social, economic, legal-political, international, natural, and technological factors that influence all organizations about equally
natural dimension
...includes all elements that occur naturally on Earth, including plants, animals, rocks, and resources such as air, water, and climate.
merger
A merger occurs when two or more organizations combine to become one.
cultural leadership
A primary way in which managers shape cultural norms and values to build a high-performance culture is through....
supply chain
A.... is a network of multiple businesses and individuals that are connected through the flow of products or services.
more frequently
As environmental turbulence increases, strategic issues emerge....
fact
Heroes with strong legacies may continue to influence a culture even after they are gone.
natural resources
In response to pressure from environmental advocates, organizations have become increasingly sensitive to the Earth's diminishing ....... and the environmental impact of their products and business practices
fact
Managers also actively create change by encouraging and rewarding creativity
fact
Organizations have to be responsive to marketplace changes.
competitors
Organizations in the same industry or type of business that provide goods or services to the same set of customers are referred to as...
economic dimension
The ... represents the general economic health of the country or region in which the organization operates.
big data analytics
The fastest-growing segment of business intelligence is ....
legal-political
The.... dimension includes government regulations at the local, state, and federal levels, as well as political activities designed to influence company behavior.
external organizational environment
The.... includes all elements existing outside the boundary of the organization that have the potential to affect the organization.
international dimension
The.... of the external environment includes events originating in foreign countries, as well as new opportunities for U.S. companies in other countries.
technological dimension
The.... of the general environment includes scientific and technological advancements in a specific industry, as well as in society at large.
international environment
The.... provides new competitors, customers, and suppliers and shapes social, technological, and economic trends as well.
customers
Those people and organizations in the environment that acquire goods or services from the organization are...
fact
When cultural values aren't connected to business performance, they aren't likely to benefit the organization during hard times
high
When external factors change rapidly, the organization experiences......uncertainty
Ceremonies
are special occasions that reinforce valued accomplishments, create a bond among people by allowing them to share an important event, and anoint and celebrate heroes
A cultural leader
defines and uses signals and symbols to influence corporate culture. The leader clarifies what the new culture should be and crafts a story that inspires people to change.
general environment
do not change day-to-day operations, but they do affect all organizations eventually.
The adaptability culture
emerges in an environment that requires fast response and high-risk decision making. Managers encourage values that support the company's ability to rapidly detect, interpret, and translate signals from the environment into new behaviors.
achievement
emphasis on winning and achieving specific ambitious goals is the glue that holds the organization together
The involvement culture
emphasizes an internal focus on the involvement and participation of employees to adapt rapidly to changing needs from the environment. This culture places high value on meeting the needs of employees, and the organization may be characterized by a caring, family-like atmosphere.
task environment
include competitors, suppliers, customers, and the labor market.
High-performance culture
is a culture that (1) is based on a solid organizational mission or purpose, (2) embodies shared adaptive values that guide decisions and business practices, and (3) encourages individual employee ownership of both bottom-line results and the organization's cultural backbone.
A hero
is a figure who exemplifies the deeds, character, and attributes of a strong culture. Heroes are role models for employees to follow
A story
is a narrative based on true events and is repeated frequently and shared among organizational employees.
Culture
is a pattern of shared values and assumptions about how things are done within the organization
A slogan
is a phrase or sentence that succinctly expresses a key corporate value.
A ceremony
is a planned activity at a special event that is conducted for the benefit of an audience
A symbol
is an object, act, or event that conveys meaning to others.
internal environment,
is composed of current employees, management, and especially corporate culture, which defines employee behavior and how well the organization will adapt to the external environment.
The achievement culture
is suited to organizations concerned with serving specific customers in the external environment, but without the intense need for flexibility and rapid change. This results-oriented culture values competitiveness, aggressiveness, personal initiative, cost cutting, and willingness to work long and hard to achieve results.
partnership orientation.
managers in partnering organizations shift from an adversarial orientation to a....
cultural leadership
must overcommunicate to ensure that employees understand the new culture values, and they signal these values in actions as well as words.
customers
recipients of the organization's output, ....are important because they determine the organization's success
environment
the .... creates uncertainty for organization managers, and they must respond by designing the organization to adapt to the environment.
