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all events outside a company that have the potential to influence or affect it
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the rate at which a companys general and specific environments change
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Chapter 3
| Question | Answer |
|---|---|
| all events outside a company that have the potential to influence or affect it | External environments |
| the rate at which a companys general and specific environments change | Environmental change |
| an environment in which the rate of change is fast | Dynamic environment |
| a theory according to which companies go through long, simple periods of stability followed by short periods of dynamic, fundamental change and ending with a return to stability | Punctuated equillibrium theory |
| the number of external factor in the environment that affect organizations | Environmental complexity |
| an environment with few environmental factors | Simple environment |
| an environment with many environmental factors | Complex environment |
| the abundance or shortage of critical organizational resources in an organization external environment | REsource scarcity |
| the extent to which managers can understan or predict whioch environmental changes and threads will affect their business | Uncertainty |
| the economic technological, sociocultural, and political trends that indirectly affect all organizations | General Environments |
| the customers, competitor, suppliers, industry regulations, and advocacy groups that are unique to an industry and directly afect how a company does a business | Specific environment |
| indices that show managers level of confidence about future business gorwth | Business confidence indicies |
| the knowledge, tools, and techniques used to transform input into output | Technology |
| companies in the same industry that sell similar products or services to cutomers | Competitors |
| a process for monitoring the competition that involves identifying competition, anticipating their moves, and determining their strengths and weaknesses | Competitve Analysis |
| companies that provide material, human, financial, and informational resources to other companies | Suppliers |
| THE DEGREE TO WHICH A COMPANY RELIES ON A SUPPLIER BECASUE OF THE IMPORTANCE OF THE SUPPLIERS PRODUCT TO THE COMPANY AND THE DIFFICULTY OF FINDING other sources for that producr. | Supplier dependence |
| the degree to which a supplier relies on a buyer because of the importance of that buyer tothe supplier and the difficulty of finding other buyers for its products | Buyer dependence |
| a transaction in which one party in the relationship benefits at the expense of the other | Oppurtunistic behavior |
| mutually beneficial, long term excahnges between buyers and suppliers | RElationship behavior |
| regulations and rules that govern the business practices and procedures of specific industries, businesses and professions | Industry regulations |
| groups of concerned citizens who band together to try to influence the business practices of specific industries, businesses and professions | Advocacy groups |
| an advocacy group tactic that relies on voluntary participation by the news media and the advertising industry to get the advocacy groups message out | Public communications |
| an advocacy group tactic that involves framing issues as public issues | Media advocacy |
| an advocacy group tactic that involes protesting a companys actions by convincing consumers not to purchase its products or service | product boycott |
| searching the environment for important events or issues that might affect an organization | Environmental scanning |
| graphic depictions of how managers believe environmental factors relate to possible organizational actions | Cognitive maps |
| the events and trends inside an organization that affect managment, employees, and organizational culture | Internal environment |
| the values, beliefs, and attitudes shared by members of the organization | Organizational culture |
| stories told by members to make sense of events and changes in an organization and to emphasize culturally consistent assumptions, decisions, and actions | Organizational stories |
| poeple celebrated for their qualities and acheivments within an organization | Organizational heroes |
| a bussiness's purpose or reaosn for existing | Company mission |
| when a company actively defines and teaches organizational values, beliefs and attitudes | Consistent organizational culture |
| the process of having managers and employees perform new behaviors that are central to and symbolic of the new orginizational culture a company wants to create | Behavioral addition |
| the process of having managers and employees perform new behavior central to the new organizational culture in place of behaviors that were central to the old organizational culture | Behavioral substitution |
| visible signs of an organizations culture, such as the office design and layout, company dress code, and company benefits and perks | Visible artifacts |
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