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Lec3 chp3 Presentation Transcript

  • 1. The Environment and Corporate Culture CHAPTER 3 0
  • 2. Learning Outcomes
    • Describe the general and task environments and the dimensions of each.
    • Explain the strategies managers use to help organizations adapt to an uncertain or turbulent environment .
    • Define corporate culture and give organizational examples.
    • Explain organizational symbols, stories, heroes, slogans, and ceremonies and their relationship to corporate culture.
    • Describe how corporate culture relates to the environment .
    • Define a cultural leader and explain the tools a cultural leader uses to create a high-performance culture .
    Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
  • 3. External Environment
    • General environment – affects indirectly
    • Task environment
      • Affects directly
      • Influences operations and performances
    • Internal environment – elements within the organization’s boundaries
    Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
  • 4. External Environment Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
  • 5. International Dimension Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
    • Events originating in foreign countries
    • Impacts all aspects of the external environment
      • New competitors
      • New customers
      • New suppliers
    • Today, all companies globally
  • 6. Technological Dimension
    • Scientific and technological advances
      • Specific industries
      • Society at large
    • Impact:
      • Organizations
      • Managers
      • Customers
    Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
    • Desktop computers
    • Networks
    • Internet Access
    • Handheld devices
    • Videoconferencing
    • Cell phones
    • Laptop
    • WiFi
    • Medical advances
  • 7. Socio-Cultural Dimension Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
    • Today’s demographics are the foundation of the future workforce
    • Demographic trends affect organizations globally
      • Norms
      • Customs
      • Values of population
      • Geographical Distribution
      • Population Density
      • Age
      • Education Levels
  • 8. Economic Dimension
    • General economic health
      • Consumer purchasing power
      • Unemployment rate
      • Interest rates
    • Recent Trends
      • Frequency of mergers and acquisitions
      • Small business sector vitality
    Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
  • 9. Legal-Political Dimension
    • Federal, state, and local government regulations
    • Political activities designed to influence company behavior
    Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
  • 10. Natural Dimension
    • Concern for the environment
    • The natural dimension has no voice
    • Pressure comes from advocacy and managers
      • Eliminate nonbiodegradable plastic bags from the environment
      • Improving efficiency of plants and factories
      • Investing in cleaner technologies
    Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
  • 11. Task Environment
    • Sectors that have a direct working relationship with the organization:
      • Customers
      • Competitors
      • Suppliers
      • Labor Market
    Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0 Changes in these various sectors can create tremendous challenges…
  • 12. External Environment Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
  • 13. Environmental Uncertainty Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. Management must adapt to changes 0
  • 14. Adapting to the Environment
    • Boundary-Spanning Roles: coordinating the organization with key elements in the external environment
    • Interorganizational Partnerships: collaborating with other organizations
    • Mergers: combination of two organizations
    • Joint Ventures: an alliance of organizations for a specific project
    Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
  • 15. Partnership Paradigm Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
  • 16. The Internal Environment: Corporate Culture
    • Corporate culture should match the needs of the external environment
    • The importance of corporate culture has been growing
    • Culture is a pattern of shared values
        • “ how things are done”
    Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
  • 17. Culture
    • Symbols
    • Stories
    • Heroes
    • Slogans
    • Ceremonies
    Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
  • 18. Environment and Culture
    • The external environment influences culture
    • The internal environment should embody the requirements for success
    • Manager’s must pay attention to culture
      • Recognize the ways culture can help or hurt your department
    Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
  • 19. Adaptive vs. Unadaptive Corporate Culture Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
  • 20. Four Types of Corporate Culture Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
  • 21. Shaping Corporate Culture for Innovative Response
    • How people are treated increases a company’s value
    • Culture attracts, motivates and retains talent
    • Corporate culture enables learning and innovation
    Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
  • 22. Combining Culture and Performance Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0
  • 23. Cultural Leadership
    • Articulate 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
    • Managers communicate the cultural values through words and actions
    • Cultural leaders uphold their commitment to values during difficult times
    Copyright ©2010 by South-Western, a division of Cengage Learning.  All rights reserved. 0