Chapter 3
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| all events outside a company that have the potential to influence or affect it | External environments
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| the rate at which a companys general and specific environments change | Environmental change
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| an environment in which the rate of change is fast | Dynamic environment
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| 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
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| the number of external factor in the environment that affect organizations | Environmental complexity
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| an environment with few environmental factors | Simple environment
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| an environment with many environmental factors | Complex environment
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| the abundance or shortage of critical organizational resources in an organization external environment | REsource scarcity
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| the extent to which managers can understan or predict whioch environmental changes and threads will affect their business | Uncertainty
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| the economic technological, sociocultural, and political trends that indirectly affect all organizations | General Environments
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| 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
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| indices that show managers level of confidence about future business gorwth | Business confidence indicies
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| the knowledge, tools, and techniques used to transform input into output | Technology
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| companies in the same industry that sell similar products or services to cutomers | Competitors
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| a process for monitoring the competition that involves identifying competition, anticipating their moves, and determining their strengths and weaknesses | Competitve Analysis
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| companies that provide material, human, financial, and informational resources to other companies | Suppliers
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| 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
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| 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
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| a transaction in which one party in the relationship benefits at the expense of the other | Oppurtunistic behavior
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| mutually beneficial, long term excahnges between buyers and suppliers | RElationship behavior
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| regulations and rules that govern the business practices and procedures of specific industries, businesses and professions | Industry regulations
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| groups of concerned citizens who band together to try to influence the business practices of specific industries, businesses and professions | Advocacy groups
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| 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
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| an advocacy group tactic that involves framing issues as public issues | Media advocacy
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| an advocacy group tactic that involes protesting a companys actions by convincing consumers not to purchase its products or service | product boycott
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| searching the environment for important events or issues that might affect an organization | Environmental scanning
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| graphic depictions of how managers believe environmental factors relate to possible organizational actions | Cognitive maps
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| the events and trends inside an organization that affect managment, employees, and organizational culture | Internal environment
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| the values, beliefs, and attitudes shared by members of the organization | Organizational culture
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| 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
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| poeple celebrated for their qualities and acheivments within an organization | Organizational heroes
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| a bussiness's purpose or reaosn for existing | Company mission
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| when a company actively defines and teaches organizational values, beliefs and attitudes | Consistent organizational culture
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| 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
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| 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
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| 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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Review the information in the table. When you are ready to quiz yourself you can hide individual columns or the entire table. Then you can click on the empty cells to reveal the answer. Try to recall what will be displayed before clicking the empty cell.
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To hide a column, click on the column name.
To hide the entire table, click on the "Hide All" button.
You may also shuffle the rows of the table by clicking on the "Shuffle" button.
Or sort by any of the columns using the down arrow next to any column heading.
If you know all the data on any row, you can temporarily remove it by tapping the trash can to the right of the row.
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