Ch 3

all events outside a company that have the potential to influence or affect it

the rate at which a company's general and specific environments change

an environment in which the rate of change is slow

an environment in which the rate of change is fast

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)

the number and the intensity of external factors in the environment that affect organizations

an environment with few environmental factors

an environment with many environmental factors

the abundance or shotage of critical organizational resources in an organization's external environment

extent to which managers can understand or predict which environmental changes and trends will affect their businesses

the economic, technological, sociocultural, and political trends that indirectly affect all organizations

the customers, competitiors, suppliers, industry regulations, and advocacy groups that are unique to an industry and directly affect how a complany does business

indices that show managers' level of confidence about future business growth

the knowledge, tools, and techniques used to transform input into output

comanies in the same industry that sell similar products or services to customers

a process for monitoring the competition that involves identifying competition, anticipating their moves, and determining their strengths and weaknesses

companies that provide material, human, financial, and informational resources to other companies

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

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

a transaction in which one party int he relationship benefits at the expense of the other

the establishment of mutually beneficial, long-term exchanges between buyers and suppliers

regulations and rules that govern the business practices and procedures of specific industries, businesses, and professions

concerned citizens who band together to try to influence the business practices of specific industries, businesses, and professions

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

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

an advocacy group tactic that involves protesting a company's actions by persuading consumers not to purchase its product or service

searching the environment for important events or issues that might affect an organization

graphic depictions of how managers believe environmental factors to relate to possible organizational actions

the events and trends inside an organization that affect management, employees, and organzational culture

the values, beliefs, and attitudes shared by organzational members

stories told by organizational members to make sense of organizational events and changes and to emphasize culturally consistent assumptions, decisions, and actions

people celebrated for their qualities and achievements within an organization

a company's purpose or reason for existing

a company culture in which the company actively defines and teaches organizational values, beliefs, and attitudes

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

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

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