Recommended
Recommended
More Related Content
Similar to introduction to management 3
Similar to introduction to management 3 (20)
More from Marwan AL Hashdei
More from Marwan AL Hashdei (10)
Recently uploaded
Recently uploaded (20)
introduction to management 3
- 1. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved MANAGEMENTMANAGEMENT Chapter 3 MBH1113MBH1113
- 2. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 2 Changing Environments Environmental Change Environmental Complexity Resource Scarcity Uncertainty Environmental Change Environmental Complexity Resource Scarcity Uncertainty Characteristics of Changing External Environments 11
- 3. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 3 Environmental Change 1.11.1 Environmental Change is the rate at which a company’s environments change stable environments dynamic environments Punctuated equilibrium theory Companies cycle through long, stable periods and shorter, dynamic environments.
- 4. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 4 Punctuated Equilibrium: U.S. Airline Industry 1.11.1
- 5. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 5 Environmental Complexity 1.21.2 Environmental Complexity: the number of external factors in the environment that affect organizations Simple environments Complex environments
- 6. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 6 Resource Scarcity 1.31.3 Resource Scarcity The degree to which an organization’s external environment has an abundance or scarcity of critical organizational resources
- 7. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 7 Uncertainty 1.41.4
- 8. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 8 22 External Environment
- 9. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 9 Components of the General Environment Economy Technological trends Sociocultural trends Political / Legal trends 22
- 10. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 10 Economy Growing vs. shrinking economies Predicting future economic activity Business confidence indices 2.12.1
- 11. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 11 Technological Component InformationInformation OutputOutputInputInput Technology-- Knowledge Tools Techniques Technology-- Knowledge Tools Techniques Raw Materials Raw Materials ServicesServices ProductsProducts 2.22.2
- 12. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 12 Impact of Technology Technology can be a great benefit or a daunting threat. MP3 players have created a tremendous new business opportunity for some, like Apple, Creative, and other manufacturers. But record labels have suffered from the rapid acceptance of digital music and persistent file swapping.
- 13. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 13 Sociocultural Component Sociocultural Components Demographic changes Changes in behavior, attitudes, and beliefs 2.32.3
- 14. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 14 Demographics Example 2.32.3
- 15. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 15 Political / Legal Component Legislation Regulations Court decisions Managers must be educated about the laws, regulations, and potential lawsuits that could affect business http://www.eeoc.gov/laws/cra91.html http://www.dol.gov/esa/whd/fmla/ Web Link 2.32.3
- 16. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 16 Specific Environment 33 CustomerCustomer CompetitorCompetitor SupplierSupplier Industry RegulationIndustry Regulation Advocacy GroupAdvocacy Group
- 17. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 17 Customer Component Reactive customer monitoring responding to problems, trends, and events Proactive customer monitoring anticipating problems, trends, and events Monitoring customer wants and needs is critical for business success 3.13.1
- 18. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 18 Competitor Component Competitive AnalysisCompetitive Analysis Deciding who your competitors areDeciding who your competitors are Anticipating competitors’ movesAnticipating competitors’ moves Determining competitors’ strengths and weaknesses Determining competitors’ strengths and weaknesses 3.23.2
- 19. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 19 Supplier Component Opportunistic BehaviorOpportunistic Behavior SuppliersSuppliersBuyer Dependence Buyer Dependence Supplier Dependence Supplier Dependence Relationship BehaviorRelationship Behavior 3.33.3
- 20. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 20 Industry Regulation Component 3.43.4 Industry Regulation Consists of regulations and rules that govern the business practices and procedures of specific industries, businesses, and professions
- 21. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 21 Federal Regulation Agencies Consumer Product Safety Commission Consumer Product Safety Commission http://www.cpsc.govhttp://www.cpsc.gov Department of LaborDepartment of Labor http://www.dol.govhttp://www.dol.gov Environmental Protection AgencyEnvironmental Protection Agency http://www.epa.govhttp://www.epa.gov Equal Employment Opportunity Commission Equal Employment Opportunity Commission http://www.eeoc.govhttp://www.eeoc.gov Federal Communications Commission Federal Communications Commission http://www.fcc.govhttp://www.fcc.gov Federal Reserve SystemFederal Reserve System http://www.federalreserve.govhttp://www.federalreserve.gov Federal Trade CommissionFederal Trade Commission http://www.ftc.govhttp://www.ftc.gov Food and Drug AdministrationFood and Drug Administration http://www.fda.govhttp://www.fda.gov National Labor Relations BoardNational Labor Relations Board http://www. nlrb.govhttp://www. nlrb.gov Occupational Safety and Health Administration Occupational Safety and Health Administration http://www.osha.govhttp://www.osha.gov Securities and Exchange Commission Securities and Exchange Commission http://www.sec.govhttp://www.sec.gov 3.43.4
- 22. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 22 Cost of Compliance Researchers studied U.S. manufacturers and the cost they incur complying with the 25 major federal regulations. Researchers found: There are about 300,000 manufacturing companies in the U.S. Each company spends roughly $2.2 million So, the aggregate cost of complying with federal regulations is roughly $660 billion And that’s just for manufacturing.
- 23. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 23 Dealing with Gifts and Suppliers 33 Guidelines to Avoid Conflicts of Interest There’s no such thing as a free lunch Meals and entertaining are valid business No gifts worth more than $25 in value No cash or cash equivalents No discount on goods and services No stock in suppliers’ companies Don’t allow personal friendship to influence decisions Guidelines to Avoid Conflicts of Interest There’s no such thing as a free lunch Meals and entertaining are valid business No gifts worth more than $25 in value No cash or cash equivalents No discount on goods and services No stock in suppliers’ companies Don’t allow personal friendship to influence decisions
- 24. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 24 Advocacy Groups 3.53.5 Advocacy Groups Groups of concerned citizens who band together to try to influence the business practices of specific industries, businesses, and professions Techniques to try to influence companies public communications media advocacy product boycotts
- 25. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 25 Advocacy Groups PETA is a well-known advocacy group that attempts to influence consumers and companies to pursue animal-friendly practices.
- 26. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 26 Making Sense of Changing Environments Acting on Threats and Opportunities Acting on Threats and Opportunities Interpreting Environmental Factors Interpreting Environmental Factors Environmental Scanning Environmental Scanning EvaluatingEvaluating ExternalExternal EnvironmentsEnvironments EvaluatingEvaluating ExternalExternal EnvironmentsEnvironments 44
- 27. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 27 Environmental Scanning Environmental scanning: searching the environment for events or issues that might affect an organization keeps companies current on industry factors reduces uncertainty alters organizational strategies contributes to organizational performance 4.14.1
- 28. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 28 Interpreting Environmental Factors 4.24.2 EnvironmentalEnvironmental ScanScan EnvironmentalEnvironmental ScanScan Opportunities?Opportunities? Threats?Threats?
- 29. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 29 Acting on Threats and Opportunities 4.34.3 Cognitive Maps simplified models of external environments depicts how managers believe environmental factors relate to possible organizational actions
- 30. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 30 Internal Environments 55 Internal Environment Consists of the trends and events within an organization that affect the management, employees, and organizational culture important because it affects what people think, feel, and do at work organizational culture is the set of key values, beliefs, and attitudes shared by organizational members
- 31. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 31 The Organization’s Culture Organizational Culture A system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other. “The way we do things around here.” • Values, symbols, rituals, myths, and practices Implications: • Culture is a perception. • Culture is shared. • Culture is descriptive.
- 32. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 32 Strong versus Weak Cultures Strong Cultures Are cultures in which key values are deeply held and widely held. Have a strong influence on organizational members. Factors Influencing the Strength of Culture Size of the organization Age of the organization Rate of employee turnover Strength of the original culture Clarity of cultural values and beliefs
- 33. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 33 Benefits of a Strong Culture Creates a stronger employee commitment to the organization. Aids in the recruitment and socialization of new employees. Fosters higher organizational performance by instilling and promoting employee initiative.
- 34. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 34 Creation and Maintenance of Organizational Cultures Organizational HeroesOrganizational HeroesOrganizational StoriesOrganizational Stories Company FounderCompany Founder 5.15.1
- 35. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 35 Successful Organizational Cultures Adapted from Exhibit 3.7 Employee Satisfaction Employee Satisfaction QualityQuality ConsistencyConsistency AdaptabilityAdaptability InvolvementInvolvement Clear VisionClear Vision Sales Growth Sales Growth Return on Assets Return on Assets ProfitsProfits D.R. Denison & A.K. Mishra, Organization Science 6 (1995): 204-223 5.25.2
- 36. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 36 Levels of Organizational Culture Symbolic artifacts Behaviors Symbolic artifacts Behaviors 1. Surface Level 1. Surface Level SEENSEEN What people say How decisions are made What people say How decisions are made 2. Expressed Values and Beliefs 2. Expressed Values and Beliefs HEARDHEARD Beliefs and assumptions Rarely discussed Beliefs and assumptions Rarely discussed 3. Unconsciously Held Assumptions and Beliefs 3. Unconsciously Held Assumptions and Beliefs BELIEVEDBELIEVED Adapted from Exhibit 3.8 5.35.3
- 37. Chapter 3 Copyright ©2007 by South-Western, a division of Thomson Learning. All rights reserved 37 Changing Organizational Cultures Behavioral addition is the process of having managers and employees perform a new behavior Behavioral substitution is having managers and employees perform a new behavior in place of another behavior Change visible artifacts such as the office design and layout, company dress codes, etc. 5.35.3
Editor's Notes
- External environments are the forces and events outside a company that have the potential to influence or affect it.
- The rate of environmental change affects many organizational aspects, particularly decision making. In stable environments, the rate of environmental change is slow - decision makers can be more deliberate. In dynamic environments, the rate of environmental change is fast - decision makers must be nimble and quick. The fast-paced world of EA Sports is a good example of a dynamic environment. EA Sports business environment changes quickly. With development and marketing costs exceeding $25 million for some games, unpopular games could signal ruin for the company. While it would seem that companies would either be in stable external environments or dynamic external environments, recent research suggests that companies often experience both stable and dynamic external environments. Punctuated equilibrium theory says that companies go through long, simple periods of stability (equilibrium), followed by short, complex periods of dynamic, fundamental change (revolutionary periods), finishing with a return to stability (new equilibrium). Refer to Exhibit 3.1 (the next slide) and relate this theory to the U.S. airline industry.
- As shown in Exhibit 3.1, one example of punctuated equilibrium is the U.S. airline industry. Three times in the last 30 years, the U.S. airline industry has experienced revolutionary periods. The first, from mid-1979 to mid-1982, occurred immediately after airline deregulation in 1978. Prior to deregulation, the federal government controlled where airlines could fly, when they could fly, and the number of flights they could have on a particular route. After deregulation, these choices were left up to the airlines. The large financial losses during this period clearly indicate that the airlines had trouble adjusting to the intense competition that occurred after deregulation. However, by mid-1982, profits returned to the industry and held steady until mid-1989. Then, after experiencing record growth and profits, U.S. airlines lost billions of dollars between 1989 and 1993 as the industry went through dramatic changes. Key expenses, like jet fuel and employee salaries, which had held steady for years, suddenly increased. Furthermore, revenues, which had grown steadily year after year, suddenly dropped because of dramatic changes in the airlines’ customer base. Business travelers, who typically pay full-priced fares, comprised more than half of all passengers during the 1980s. But now, the largest group is leisure travelers who, in contrast to business travelers, want the cheapest flights they can get. With expenses suddenly up and revenues suddenly down, the airlines responded to these changes in their business environment by laying off 5 to 10 percent of all workers, canceling orders for new planes, and getting rid of routes that were not profitable. Starting in 1993 and lasting until 1998, these changes helped profits return even stronger. The industry began to stabilize, if not flourish, just as punctuated equilibrium theory predicts. The third revolutionary period began with the September 11, 2001, terrorist attacks. The immediate effect was a 20 percent drop in scheduled flights, and a 40 percent drop in passengers. Losses were so large that the U.S. government approved a $15 billion bailout. By 2005, several major airlines had laid off an average of 25 percent of their workers. Source: “Annual Revenue and Earnings: U.S. Scheduled Airlines—All Services,” Air Transport Association, [Online] Available http://airlines.org/econ/d.aspx?nid=1034, 15 January 2005.
- The more complex an organization’s environment is, the more difficult it is for its managers to make decisions. Increasing complexity means that managers must track and deal with more environmental factors. Simple environments are the dairy industry and the liquor distribution industry. The key systems for each have not changes for nearly a century. The changing nature of Kellogg’s environment is a good example of an organization dealing with an increasingly complex environment. Cereal companies face more competition, have been forced to make price cuts, and have been threatened by cheaper private-label store brands, such as those by Wal-Mart. Furthermore, a smaller percentage of consumers eat breakfast on the run instead of cereals.
- The third characteristic of external environments is resource scarcity: the degree to which an organization’s external environment has an abundance or scarcity of critical organizational resources. For example, flat-screen, LCD televisions are more expensive than regular TVs is because there aren’t enough LCD screen factories to meet demand. Furthermore, the manufacturing process is complex and difficult to manage.
- Environmental change, environmental complexity, and resource scarcity affect environmental uncertainty, as shown Exhibit 3.2. At the left side of the figure, environmental uncertainty is lowest when environmental change and complexity are at low levels and resources are plentiful. By contrast, the right side indicates that environmental uncertainty is highest when environmental change and complexity are extensive and resources are scarce. In these environments, managers may not be at all confident that they can understand and predict the external forces affecting their businesses.
- Exhibit 3.3 shows the two kinds of external environments that influence organizations: the general environment and the specific environment. The general environment consists of the economy and the technological, sociocultural, and political/legal trends that indirectly affect all organizations. Changes in any sector of the general environment eventually affect most organizations. For example, most businesses benefit when the Federal Reserve lowers its prime lending rate, because banks and credit card companies will then lower the interest rates they charge for loans. Consumers, who can then borrow money more cheaply, will borrow more money to buy homes, cars, refrigerators, and large-screen TVs. By contrast, each organization has a specific environment that is unique to that firm’s industry and directly affects the way it conducts day-to-day business. The specific environment, includes customers, competitors, suppliers, industry regulation, and advocacy groups.
- The general environment consists of the economy and the technological, sociocultural, and political/legal trends that indirectly affect all organizations. More information follows.
- The current state of a country’s economy affects most organizations operating in it. In a growing economy, more people are working and have more money to spend. A growing economy provides an environment favorable to business growth. In contrast, in a shrinking economy, consumers have less money to spend, and relatively fewer products, making growth for individual businesses more difficult. Because economic statistics can be such poor predictors, some managers try to predict future economic activity by keeping track of business confidence. Business confidence indices show how confident actual managers are about future business growth. For example, the Fortune Business Confidence Index is a monthly survey of chief financial offices at large Fortune 1000 firms. Another widely cited measure is the U.S. Chamber of Commerce Business Confidence Index, which asks 7,000 small business owners to express their optimism (or pessimism) about future business sales and prospects. Managers often prefer business confidence indices to economic statistics, because they know that the level of confidence reported by real managers affects their business decisions. In other words, it’s reasonable to expect managers to make decisions today that are in line with their expectations concerning the economy’s future.
- Technology is the knowledge, tools, and techniques used to transform input into output. For example, the knowledge of authors, editors, and artists (technology) and the use of equipment like computers and printing presses (also technology) transformed paper, ink, and glue (raw material inputs) into this book (the finished product). In the case of a service company such as an airline, the technology would consist of equipment, such as airplanes, repair tools, and computers, and the knowledge of mechanics, ticketers, and flight crews. The output would be the service of transporting people from one place to another. Companies must embrace new technology and use it to improve products and services or decrease costs. If they don’t, they will lose out to competitors who do. Chapter 7, on Organizational Change and Innovation, provides a more in-depth discussion of how technology affects a company’s competitive advantage.
- While technological changes can benefit a business, they can also threaten it. For example, the impact of Kazaa.com has affected the sales of music CDs significantly.
- The sociocultural component of the general environment refers to the demographic characteristics and general behavior, attitudes, and beliefs of people in a particular society. First, changing demographic characteristics, such as the number of people with particular skills, or the growth or decline in particular population segments (single or married; old or young; men or women; Caucasians, Hispanics, Blacks, or Asians; etc.) affects how companies run their businesses. For example, Exhibit 3.4 (next slide) shows that married women with children are more likely to work today than four decades ago. Today, with traffic congestion creating longer commutes and with both parents working longer hours, employees are much more likely to value products and services that allow them to recapture free time with their families. Priscilla La Barbera, a marketing professor at New York University, believes that there’s been a “societal shift” in the way people view their free time. She said, “…people are beginning to realize that their time has real value.” Companies, such as CDW in Vernon, Illinois, provides a service that picks up dry cleaning at their desks. At First Command Financial Planning, Fort Worth, Texas, employees can borrow movies and receive free shoe shining and car washing. Sociocultural changes in behavior, attitudes, and beliefs also affect the demand for a business’s products and services. Today’s harried worker/parent can find services that have all the supplies you need for kids’s birthday parties. These services are a direct result of the need for more efficient time management, which is a result of the sociocultural changes, associated with a much higher percentage of women in the work place.
- The political/legal component includes the legislation, regulations, and court decisions that govern and regulate business behavior. In recent years, news laws and regulations have imposed additional responsibilities on companies. Unfortunately, many managers are unaware of these new responsibilities. Another area in which companies face potential legal risks these days is from customer-initiated lawsuits. For example, under product liability law, manufacturers can be liable for products made decades ago. Also, the law, as it is now written, does not consider whether manufactured products have been properly maintained and used. From a managerial perspective, the best medicine against legal risk is prevention. As a manager, it is your responsibility to educate yourself about the laws and regulations and potential lawsuits that could affect your business. Failure to do so may put you and your company at risk of sizable penalties, fines, or legal charges.
- In contrast to general environments that indirectly influence organizations, changes in an organization’s specific environment directly affect the way a company conducts its business. If customers decide to use another product, or a competitor cuts prices 10 percent, or a supplier can’t deliver raw materials, or federal regulators specify that industry pollutants must be reduced, or environmental groups accuse your company of selling unsafe products, the impact on your business is immediate.
- Customers purchase products and services, and companies cannot exist without customer support. Therefore, monitoring customers’ changing wants and needs is critical to business success. There are two basic strategies for monitoring customers: reactive and proactive. Reactive customer monitoring is identifying and addressing customer trends and problems after they occur. One reactive strategy is to identify customer concerns by listening closely to customer complaints. Not only does listening to complaints help identify problems, but the way in which companies respond to complaints indicates how closely they are attending to customer concerns. For example, companies that respond quickly to customer letters of complaint are viewed much more favorably than companies that are slow to respond or never respond. In particular, studies have shown that when a company’s follow-up letter thanks customers for writing, offers a sincere, specific response to the customer’s complaint, and contains a small gift, coupons, or a refund to make up for the problem, customers will be much more likely to purchase products or services again from that company. Proactive monitoring of customers means trying to sense events, trends, and problems before they occur (or before customers complain).
- Often, the differences between business success and failure comes down to whether your company is doing a better job of satisfying customer wants and needs than is the competition. Consequently, companies need to keep close track of what their competitors are doing. This is called competitive analysis. Managers tend to make two mistakes when they do their competitive analysis: They tend to focus on only two or three well-known competition with similar goals and resources. They underestimate potential competitors’ capabilities. When this happens, managers don’t take the steps they should to continue to improve their products or services. The result can be significant decreases in both market share and profits.
- Suppliers are companies that provide material, human, financial, and informational resources to other companies. A key factor influencing the relationship between companies and their suppliers is how dependent they are on each other. Supplier dependence is 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 is degree to which a supplier relies on a buyer because of the importance of that buyer to the supplier and the difficulty of selling its products to other buyers. A higher degree of buyer or seller dependence can lead to opportunistic behavior, in which one party benefits at the expense of the other. Opportunistic behavior between buyers and suppliers will never be completely eliminated. However, many companies believe that both buyers and suppliers can benefit by improving the buyer-supplier relationship. Relationship behavior focuses on establishing a mutually beneficial, long-term relationship between buyers and suppliers.
- The industry regulation component consists of regulations and rules that govern the practices and procedures of specific industries, businesses, and professions. Regulatory agencies affect businesses by creating and enforcing rules and regulations to protect consumers, workers, or society as a whole. Overall, the number and cost of federal regulations has nearly tripled in the last 25 years. However, businesses are not just subject to federal regulations. For every $1 the federal government spends creating regulations, businesses spend $45 to comply with them. They must also meet state, county, and city regulations, too. Surveys indicate that managers rank government regulation as one of the most demanding and frustrating parts of their jobs.
- Exhibit 3.5 in the text lists some of the federal regulatory agencies and commissions.
- S. Kovitch, “A Second Look at Regulation’s Cost,” Regulation, Summer 2004, 2-4. W. M. Crain and J. M. Johnson, “Determining Workplace Regulation's Cost,” Regulation, Fall 2004, 2-4.
- In getting a buyer’s business, suppliers sometimes offer expensive trips, meals, or gifts. To avoid conflicts of interest, guidelines are provided by companies. Those listed here are typical.
- Advocacy groups are groups of concerned citizens who band together to try to influence the business practices of specific industries. Unlike the industry regulation component of the specific environment, advocacy groups cannot force organizations to change their practices. However, they can use a number of techniques to try to influence companies: public communications, media advocacy, and product boycotts. The public communications approach relies on voluntary participation by the news media and the advertising industry to get an advocacy group’s message out. Such as the public service announcements for World No Tobacco Day. A media advocacy approach typically involves framing issues as public issues (i.e., affecting everyone); exposing questionable, exploitative, or unethical practices; and obtaining media coverage by buying media time or creating controversy that is likely to receive extensive news coverage. PETA’s actions are a good example of this approach. A product boycott is a tactic in which an advocacy group actively tries to convince consumers to not purchase a company’s product or service. Such groups are now using the web to get “the word out” on boycotts as evidenced by Ecopledge.com.
- Procter & Gamble is regularly a target of PETA, which argues the consumer-products giant should eliminate its animal-testing program. P & G, however, believes that abandoning the program altogether would pose undue risks to babies and children, for whom the company makes numerous products.
- In Chapter 1, you learned that managers are responsible for making sense of their business environments. However, our discussions of the general and specific environments indicate that making sense of business environments is not an easy task. Because external environments can be dynamic, confusing, and complex, managers use a three-step process to make sense of the changes in their external environments: 4.1 environmental scanning, 4.2 interpreting environmental factors, and 4.3 acting on threats and opportunities.
- Environmental scanning is searching the environment for important events or issues that might affect an organization. Managers scan the environment to stay up-to-date on important factors in their industry. Managers scan the environments to reduce uncertainty Organization strategies also affect environmental scanning. Managers pay close attention to trends and events that are directly related to the company’s ability to compete, and may come across information by accident. Environmental scanning contributes to organizational performance, and helps managers detect environmental changes and problems before they become organizational crises. Furthermore, companies whose CEOs do more environmental scanning have higher profits. CEOs in better-performing firms scan their firm’s environments more frequently and scan more key factors in their environments in more depth and detail than do CEOs in poorer-performing firms.
- After scanning the environment for information, managers must make sense of the data they have gathered. Threats mean potential harm to an organization and managers take steps to protect the company from further damage. By contrast, when managers interpret environmental events as opportunities, they will consider strategic alternatives for taking advantage of the event to improve company performance.
- After scanning for information on environmental events and issues, and interpreting them as threats or opportunities, managers have to decide how to respond to these environmental factors. However, deciding what to do under conditions of uncertainty is difficult. Managers are never completely confident that they have all the information they need, or that they correctly understand the information they have. Because it is impossible to comprehend all the factors and changes, managers rely on simplified models of external environments called cognitive maps. Cognitive maps summarize the perceived relationships between environmental factors and possible organizational actions. In the end, managers must complete all three steps--environmental scanning, interpreting environmental factors, and acting on threats and opportunities--to make sense of changing external environments. Environmental scanning helps managers more accurately interpret their environments and take actions that improve company performance. Through scanning, managers keep tabs on what competitors are doing, identify market trends, and stay alert to current events that affect their company’s operations. Armed with the environmental information they have gathered, managers can then take action to minimize the impact of threats and turn opportunities into increased profits.
- External environments are external trends and events that have the potential to affect companies. The internal environment consists of the trends and events within an organization that affect the management, employees, and organizational culture. Internal environments affect what people think, feel, and do at work. As the text’s discussion on SAS indicates, culture is the most important part of an organization’s internal environment and a reason that SAS employees rarely quit. Organizational culture is the set of key values, beliefs, and attitudes shared by organizational members.
- A primary source of organizational culture is the company founder. For example, Thomas J. Watson (IBM, Sam Walton (Wal-Mart), Bill Gates (Microsoft), and Frederick Maytag (Maytag) create organizations in their images that they imprint with their beliefs, attitudes, and values. When the founders are gone, the organizational culture is sustained through stories and heroes. Organizational stories make sense of organizational events and changes and emphasize culturally consistent assumptions, decisions, and actions. For example, at Wal-Mart, stories abound about the thriftiness of Sam Walton. Second, organizational culture is sustained by recognizing and celebration heroes, admired for their qualities and achievements.
- Preliminary research shows that organizational culture is related to organizational success. As shown in Exhibit 3.7, cultures based on adaptability, involvement, a clear mission, and consistency can help companies achieve higher sales growth, return on assets, profits, quality, and employee satisfaction. Adaptability is the ability to notice and respond to changes in the organization’s environment. In cultures that promote higher levels of employee involvement in decision making, employees feel a greater sense of ownership and responsibility. A company’s vision is its purpose or reason for existing. In organizational cultures in which there is a clear organizational vision, the organization’s strategic purpose and direction are apparent to everyone in the company. And, when managers are uncertain about their business environments, the vision helps guide the discussions, decisions, and behavior of the people in the company. Finally, in consistent organizational cultures, the company actively defines and teaches organizational values, beliefs, and attitudes. Consistent organizational cultures are also called strong cultures, because the core beliefs are widely shared and strongly held.
- As shown in exhibit 3.8, organizational culture exists on three levels: At surface level, the reflections of an organization’s culture can be seen, heard, or observed. Next are the values and beliefs expressed by the company. By listening to what people say and how decisions are made, those values and beliefs become clear. Finally, unconsciously held assumptions and beliefs are buried below the surface. These are the unwritten views and rules that are strongly held and widely shared, but are not discussed or thought about unless someone attempt to change them or violates them.
- One way of changing a corporate culture is to use behavioral addition or behavioral substitution to establish new patterns of behavior among managers and employees. Behavioral addition is the process of having managers and employees perform a new behavior, while behavioral substitution is having managers and employees perform a new behavior in place of another behavior. The key in both instances is to choose behaviors that are central to and symbolic of the “old” culture you’re changing and the “new” culture that you want to create. The second way in which managers can begin to change corporate culture is to change visible artifacts of their old culture, such as the office design and layout, company dress codes, and who benefits (or doesn’t) from company benefits and perks like stock options, personal parking spaces, or the private company dining room. Corporate cultures are very difficult to change. Consequently, there is no guarantee that behavioral substitution, behavioral addition, or changing visible cultural artifacts will change a company’s organizational culture. However, these methods are some of the best tools that managers have for changing culture, because they send the clear message to managers and employees that “the accepted way of doing things” has changed.