Ch 3

  1. External Environments
    all events outside a company that have the potential to influence or affect it
  2. Environmental Change
    the rate at which a company's general and specific environments change
  3. Stable Environment
    an environment in which the rate of change is slow
  4. Dynamic Environment
    an environment in which the rate of change is fast
  5. Punctuated Equilibrium Theory
    the theory that companies go through long periods of stability, followed by short periods of dynamic (equilibrium), fundamental change (revolution), and finishing with a return to stability (new equilibrium)
  6. Environmental Complexity
    the number and the intensity of external factors in the environment that affect organizations
  7. Simple Environment
    an environment with few environmental factors
  8. Complex Environment
    an environment with many environmental factors
  9. Resource Scarcity
    the abundance or shotage of critical organizational resources in an organization's external environment
  10. Uncertainty
    extent to which managers can understand or predict which environmental changes and trends will affect their businesses
  11. General Environment
    the economic, technological, sociocultural, and political trends that indirectly affect all organizations
  12. Specific Environment
    the customers, competitiors, suppliers, industry regulations, and advocacy groups that are unique to an industry and directly affect how a complany does business
  13. Business Confidence Indices
    indices that show managers' level of confidence about future business growth
  14. Technology
    the knowledge, tools, and techniques used to transform input into output
  15. Competitors
    comanies in the same industry that sell similar products or services to customers
  16. Competitive Analysis
    a process for monitoring the competition that involves identifying competition, anticipating their moves, and determining their strengths and weaknesses
  17. Suppliers
    companies that provide material, human, financial, and informational resources to other companies
  18. Supplier Dependence
    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
  19. Buyer Dependence
    the degree to which a supplier relies on a buyer because of the importance of that buyer to the supplier and the difficulty of finding other buyers for its products
  20. Opportunistic Behavior
    a transaction in which one party int he relationship benefits at the expense of the other
  21. Relationship Behavior
    the establishment of mutually beneficial, long-term exchanges between buyers and suppliers
  22. Industry Regulation
    regulations and rules that govern the business practices and procedures of specific industries, businesses, and professions
  23. Advocacy Groups
    concerned citizens who band together to try to influence the business practices of specific industries, businesses, and professions
  24. Public Communications
    an advocacy group tactic that relies on voluntary participation by the news media and the advertising industry to get the advocacy group's message out
  25. Media Advocacy
    an advocacy group tactic that involves framing issues as public issues; exposing questionable, exploitative, or unethical practices; and forcing media coverage by buying media time or creating controversy that is likely to receive extensive news coverage
  26. Product Boycott
    an advocacy group tactic that involves protesting a company's actions by persuading consumers not to purchase its product or service
  27. Environmental Scanning
    searching the environment for important events or issues that might affect an organization
  28. Cognitive Maps
    graphic depictions of how managers believe environmental factors to relate to possible organizational actions
  29. Internal Environment
    the events and trends inside an organization that affect management, employees, and organzational culture
  30. Organizational Culture
    the values, beliefs, and attitudes shared by organzational members
  31. Organizational Stories
    stories told by organizational members to make sense of organizational events and changes and to emphasize culturally consistent assumptions, decisions, and actions
  32. Organizational Heroes
    people celebrated for their qualities and achievements within an organization
  33. Company Mission
    a company's purpose or reason for existing
  34. Consistent Organizational Culture
    a company culture in which the company actively defines and teaches organizational values, beliefs, and attitudes
  35. Behavioral Addition
    the process of having managers and employees perform new behaviors that are central to and symbolic of the new organizational culture that a company wants to create
  36. Behavioral Substitution
    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
  37. Visible Artifacts
    visible signs of an organization's culutre, such as the office design and layout, company dress code, and company benefits and perks, like stock options, personal parking spaces, or the private company dining room
Card Set
Ch 3
Test #1