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Environmental and cultural organizations
1.
Slide content created
by Joseph B. Mosca, Monmouth University. Copyright © Houghton Mifflin Company. All rights reserved. 3 Ready Notes The Environment and Culture of Organizations For in-class note taking, choose Handouts or Notes Pages from the print options, with three slides per page.
2.
Copyright © Houghton
Mifflin Company. All rights reserved. 3 - 2 The Organization’s Environments • External environment: everything outside an organization’s boundaries that might affect it. The uncontrollable environment. • Internal environment: the conditions and forces within an organization. The controllable environment.
3.
Copyright © Houghton
Mifflin Company. All rights reserved. 3 - 3 Figure 3.1: The Organization and Its Environments
4.
Copyright © Houghton
Mifflin Company. All rights reserved. 3 - 4 The General Environment • Economic dimensions: the overall health and vitality of the economic system in which the organization operates. • Technical dimensions: the methods available for converting resources into products or services. • Socio-cultural dimensions: the customs, mores, values, and demographics of the society in which the organization functions. • (see Figure 3.2)
5.
Copyright © Houghton
Mifflin Company. All rights reserved. 3 - 5 Figure 3.2: McDonald’s General Environment
6.
Copyright © Houghton
Mifflin Company. All rights reserved. 3 - 6 Public pressure groups Suppliers Customers Government Labor unions Competitors The Organizational Environment The Organization
7.
Copyright © Houghton
Mifflin Company. All rights reserved. 3 - 7 Additional Dimensions • Political-Legal dimension: the government regulation of business and the general relationship between business and government. • International dimension: the extent to which an organization is involved in or affected by business in other countries.
8.
Copyright © Houghton
Mifflin Company. All rights reserved. 3 - 8 The Task Environment • Competitors: an organization that competes with other organizations. • Customer: whoever pays money to acquire an organization’s products or services. • Supplier: an organization that provides resources for other organizations. • Regulator: a unit that has the potential to control, legislate, or influence an organization’s policies and practices.
9.
Copyright © Houghton
Mifflin Company. All rights reserved. 3 - 9 Figure 3.3: McDonald’s Task Environment
10.
Copyright © Houghton
Mifflin Company. All rights reserved. 3 - 10 Task Environments Continued • Interest group: a group organized by its members to attempt to influence organizations. • Strategic partner: an organization working together with one or more organizations in a joint venture or other partnership.
11.
Copyright © Houghton
Mifflin Company. All rights reserved. 3 - 11 The Internal Environment • Owner: someone who has legal property rights to a business. • Board of directors: governing body elected by a corporation’s stockholders and charged with overseeing the general management of the firm. • Employees: those employed by the organization. • Physical work environment: the firm’s facilities.
12.
Copyright © Houghton
Mifflin Company. All rights reserved. 3 - 12 Figure 3.4: Environmental Change, Complexity, and Uncertainty
13.
Copyright © Houghton
Mifflin Company. All rights reserved. 3 - 13 Organizational Culture • The set of values, beliefs, behaviors, customs, and attitudes that helps the members of the organization understand what it stands for, how it does things, and what it considers important. • Organizational culture is important for it determines the “feel” of the organization. • Its starting point is often the founder.
14.
Copyright © Houghton
Mifflin Company. All rights reserved. 3 - 14 Managing Organizational Culture • The manager must understand the current culture and then decide if it should be maintained or changed. • Managers must walk a fine line between maintaining a culture that still works effectively versus changing a culture that has become dysfunctional.
15.
Copyright © Houghton
Mifflin Company. All rights reserved. 3 - 15 Organizational Environment Relationships • Uncertainty: a driving force that influences many organizational decisions. • Competitive forces: – Threat of new competitive entrants. – Competitive rivalry. – Threat of substitute products. – The power of buyers. – The power of suppliers.
16.
Copyright © Houghton
Mifflin Company. All rights reserved. 3 - 16 Environmental Turbulence • Terrorist attacks. • Workplace violence. • Computer viruses. • Such crises affect organizations in different ways.
17.
Copyright © Houghton
Mifflin Company. All rights reserved. 3 - 17 How Organizations Respond to Their Environments: Information management Social responsibility Strategic responses The Organization Direct influence Organization design and flexibility Task environment General environment Mergers, takeovers acquisitions, alliances
18.
Copyright © Houghton
Mifflin Company. All rights reserved. 3 - 18 How Organizations Adapt to Their Environments Each organization must asses its own unique situation then adapt according to the wisdom of senior management, for example: – Information systems. – Strategic responses. – Mergers, acquisitions, and alliances. – Organizational design and flexibility. – Direct influence of the environment.
19.
Copyright © Houghton
Mifflin Company. All rights reserved. 3 - 19 The Environment and Organizational Effectiveness • How well the organization understands, reacts to, and influences its environment. • The systems resources approach: extent to which the organization can acquire needed resources. • The internal processes approach: internal mechanisms of the organization and forces on minimizing strain. • The goal approach: how well the firm obtains goals. • Strategic constituencies: groups who have a stake in the organization.
20.
Copyright © Houghton
Mifflin Company. All rights reserved. 3 - 20 Figure 3.6: A Model of Organizational Effectiveness
21.
Copyright © Houghton
Mifflin Company. All rights reserved. 3 - 21
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