...Chapter TWO THE ORGANIZATIONAL ENVIRONMENT CHAPTER CONTENTS Overview of the Chapter 2 Learning Objectives 2 Key Terms 2 Lecture Outline 3 Learning Objectives Revisited 9 Lecture Enhancers 10 Notes for Topics for Discussion and Action 12 Notes for Building Management Skills 16 Notes for Management For You 17 Notes for Small Group Breakout Exercise 17 Notes For Managing Ethically 19 Notes For Web Exercises 19 Notes for You’re the Management Consultant 19 Notes for Management Case 20 Notes for Management Case in the News from the pages of Business Week 21 Overview of the Chapter This chapter examines the organizational environment in detail. It identifies the principal forces—both task and general—that create pressure and influence management and thus affect the way organizations operate. It concludes with a study of several methods that managers can use to help organizations adjust and respond to forces in the organizational environment. Learning Objectives 1. Explain why being able to perceive, interpret, and respond appropriately to the organizational environment is crucial for managers’ success. 1. Identify the main forces in an organization’s general and task environments, and describe the challenges that each force presents to managers. 1. Discuss the main ways in which managers can manage the organizational environment. Key Terms barriers to entry brand loyalty command economy competitors customers demographic forces ...
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... Assignment on Organizational Environment of Prime Bank Limited Table of Content |SI No. |Description |Page No. | |1 |Letter of Transmittal | | |2 |Declaration | | |3 |Introduction | | |4 |Concepts | | |5 |External Environment | | | |The General Environment | | | |The Tusk Environment | | |6 |Internal Environment | | |7 |How the organizationaddopt the environment | | |8 |How environment affect the organization ...
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...Assignment No- 01 Organizational Environment & stakeholders [pic] Submitted To Ms. Farzana Chowdhury Lecturer, Department of Business School, IUB. Submitted By Group name: OPAQUE Md. Ahsan Ullah ID# 1220297 TanzinaYousuf ID# 1220082 Tashrifa Haider ID# 1221011 Shejuti Ahmed ID# 1220337 Farjana Sultana Urmi ID# 1221283 Date of Submission 14th February, 2013 External Environment: The forces and institutions outside the organization that potentially can affect the organization’s performance are known as the External Environment. There are two components of the external environment they are: 1. Specific Environment 2. General Environment We will analyze and explain how both the components of the environment influences the organization’s management process, marketing strategies as well as the performance of the organization. For our assignment we have chosen Sharif Pharmaceuticals Ltd. Specific Environment: The specific environment includes external forces that directly impact the manager’s decisions and actions and that are directly relevant to the achievement of the organization’s goal. Specific environment includes: • Customers: Every organization needs to deal with their potential customers carefully as they are the ones who will be using their output. The customers of Sharif Pharmaceuticals include- hospitals/clinics all over the country, physicians and most obviously...
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...Impact of Organizational Environment The Federal government has become more involved in response and recovery from major disasters. With the just recent disaster of Hurricane Sandy that devastated north east portion of the United States, specifically New York and New Jersey; has called for the services of emergency response units for response. Even to this day, thousands of people are without electricity and heat in their homes; others are homeless because their homes were destroyed by the wind, fire, and the Atlantic Ocean. Mitigation and having a Contingency Plan is important to help prevent high numbers of loss of life. When Hurricane Sandy came through, flooding and powerful waves slammed into homes and businesses, flooding areas of communities; which prevented fire departments from extinguishing fires that broke out. Local and national news were able to warn people ahead of time of the hurricane that was approaching; in which has probably saved thousands of lives. However, one of the four phases of Emergency Management has yet to be implemented effectively; Recovery. With so many homes and business obliterated, thousands of people displaced and homeless; they are looking for help, support, and answers from the federal government. Utility companies are feverishly working to reinstate electricity to the homes and businesses that were not destroyed; but recovery is going to be a long process and funding will have to be required in order to support the communities...
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...Scenario - MASCOTÒWork wearMascot was founded by John Kjaergaard Grosbøl in 1982 under the name Scan Termo Konfektion Aps, selling winter clothes. In 1989, workwear was launched. The name became Mascot International A/S in 1995. From 1992-2002 Mascot increased its turnover to total 300 million dollars . In 2002, Michael John Grosbøl took over the daily management of the company from his father John, who instead became Chairman of the Board of Mascot International.In 2003, the company had a turnover of 260 million DKK and was the fourth largest producer of workwear in Europe. There were approximately 160 employees in Denmark, while the rest worked in sewing factories in the Far East.In 2007, the company made nearly 55 million DKK, the largest earnings in Mascot's history. In 2010, this result was beaten, as the profit before tax was just over 55 million.Company milestones in recent years include the establishment of its own SA-8000 certified factory in Vietnam in 2008 and the purchase of a large piece of land in Pårup, Denmark, where they will build a new headquarters bringing together all of MASCOT's Danish activities. The new headquarters is expected to be completed in 2014. The bear - The idea was to make workwear of a high quality. Then came a little bear in the logo, which would symbolise durability and warmth, and soon MASCOT became known as the "one with the bear". The bear continues with MASCOT today. Now the second generation is at the helm of the family owned business...
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...in the world operates within environments which according to Adidu & Olanye (2006) is an aggregate of all conditions, events, circumstances and influences that surround and effect the business organization. In management, the term “Environment” does not necessarily mean physical surroundings but, it is used as a total forces, factors and influences that surround and affect business organizations as a separate entity as well as other business organizations. This means that business organizations must interact with those forces that influence its decisions, directions, actions, size, health, profitability and performance of the organization as a whole. Ukaegbu (2004) stated that the contemporary environment is becoming dynamic and competitive and since business organizations do not operate in vacuum, they affect and are affected by environment conditions. Therefore, business organizations irrespective of their objectives must take into consideration, these environmental opportunities and constraints. Businesses affect the environment by providing the required goods and services thereby contributing to the development of the business by presenting opportunities and threats. One thing to be emphasized at this point is that, the extent to which managers could identify, evaluate and react to the environmental forces will have considerable impact on organizational performances. Kuye, (2004), emphasized that the need to study business environments is very important considering...
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... 2. Clients or consumers, 3.funding: as funding resources are secured through grants, contracts and other sources, each funding source becomes an important part of the agency’s relationship with the external environment. 4. Noncash revenues. Technological factors refer to any computers and/or software. Sociological factors worry demographics in communities. Political & Professional factors are mainly deeply concerned with any local, state and federal laws and regulations, along with those also created by the people living in surrounding communities. According to our text, Kettner (2002) describes how Montana and Charnov (1993) use five factors as an organizing framework for understanding the internal environment: financial resources, physical resources, human resources, technological resources, and corporate culture/ethics and they have three levels of organizational planning: strategic, long-range, and operational planning. To better understand why you propose different models for different environments and organizational planning is why you should break down each situation that relates to an organizational planning process and utilize the model that best fits for your company or organizational success. According to Kettner (2002), external environment refers to everything outside the boundaries of the agency or organization itself. Authority and mission are the most important to the success of a human services organization. In order for a human services organization...
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...ENVIRONMENT SCANNING LOVELY PROFESSIONAL UNIVERSITY LOVELY INSTITUTE OF MANAGEMENT (LIM) © ARUN GULERIA | arun_guleria@ymail.com INDEX S.N o. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Introduction. Acknowledgement Introduction Method of Environment Scanning Environmental Scanning Cycle Particular PAGE NO. 2 3 4 6 8 9 10 14 20 23 REMAR KS Structure of Environment Scanning Importance of environment Scanning How companies Handling Environment Scanning Literature Review Factor Affecting Environment Scanning © ARUN GULERIA | arun_guleria@ymail.com ACKNOWLEDGEMENT I take this opportunity to offer my deep gratitude to all those who have extended their valued support and advice to complete this term paper. I cannot in full measure, reciprocate the kindness showed and contribution made by various persons in this endeavor. I acknowledge my sincere thanks to Miss. NAVNEET KAUR (Faculty Member) who stood by me as a pillar of strength throughout the course of work and under whose mature guidance the term paper arrives out successfully. I am grateful to his valuable suggestions. © ARUN GULERIA | arun_guleria@ymail.com ENVIRONMENTAL SCANNING Environmental scanning is a process of gathering, analyzing, and dispensing information for tactical or strategic purposes. The environmental scanning process entails obtaining both factual and subjective information on the business environments in which a company is operating or considering entering. Environmental scanning is the...
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...Regarding the environmental scan, there are certain points which are to be taken into consideration. The most important environmental factor, in the industry shall be considered. Most important internal strength and weakness of the organization shall also be considered. Competitive position and possibility of organization and its organizational structure shall be included in the present paper. Most Important External Environment Factor Here, most important external environment factor of Verizon Wireless is to be taken. For Verizon Wireless, most important external environment factor in industry is the factor of competition. The organization does face a lot of competition from other organizations. Verizon Wireless is the second US telecom service provider after AT & T. The top competitors of this organization are AT & T, T-Mobile US and Sprint Corporation. These organizations have an important place in the market (Jones, 2012). Regarding these organizations, Verizon Wireless has to ensure that it provides high quality services to customers at a reasonable price so that customers are attracted towards the organizational products. In the remote environment, the most important external environmental factor is the customers of organization. In the course of this environmental factor, the organization needs to work towards meeting the requirements of customers. The organization should provide such...
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...basic legal environment of business is governed by state, country and international laws. This includes laws on what can or cannot be formed or sold, consumer and employee protection laws, tax and other financial laws, as well as many rules and protocols with respects to business ethics, when and how to seek legal assistance in case of differences. The production or sale of a certain goods is illegal or at least strictly regulated in many countries. This includes, among others, selling of dangerous drugs, guns and explosives. Employee protection protects laws against unfair perception based on race, color, religion, sex, or age; laws against partial removal and sexual or other harassment; health and safety laws and laws regulating minimum wages. The social environment consists of the sum total of a society's beliefs, customs, practices and behaviors. It is to a large extent, a fake construct that can be compared with the natural environment in which we live. Every society has ideas about their own social environment. Some of the customs, beliefs, practices and behaviors are similar across cultures, and some are not. For example, an American traveling to Britain will find many familiar practices but not so much if traveling to China. This is a social environment created by a society at large in which a business functions can be bring up to as its external social environment. If a business runs in a multicultural society, then the social external social environment is even more...
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...protection and reach out to U.S government for financial assistance (Taylor III, 2009). In this essay, a look will be taken at the nature of GM’s organizational structure such as its organizational design and how GM’s operation is conceptualized, as well as its existence as an organization. How GM and the environment affect each other will be discussed too. GM was born out as a conglomerate of firms (Bordenave & Lung 2003). From a multinational organization with a headquarter set in Detroit and unified products, design and manufacturing resources throughout its field of business, GM was quick in moving itself out to become a global organization whereby they valued diversity and flexibility to match with the changing pattern of opportunities and threats posed in the industry sector. They actually diverged from Ford’s monolithic structure, gained own corporate stability and shortly after, challenge Ford’s hegemony internally and globally (Bordenave & Lung 2003). A division of labour is set up, whereby production has been divided into different skills and tasks spread across countries (Hatch & Cunliffe 2006). GM extended their network beyond traditional boundaries. Heterogeneity, a combination of local practices with foreign ideas was practiced without producing a uniform global culture. By getting borderless, organizational structure and design has transformed to transnational corporation. Drucker, having to do an assignment on GM said that the organization was more of a...
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...BB309 – Strategic Management Tutorial Questions Chapter 2 – The External Environment TRUE or FALSE QUESTIONS The external environment facing business stays relatively constant over time. False Firms can directly control the elements of the seven segments of the general environment. True To successfully deal with today’s external environment and to achieve strategic competitiveness, firms must be aware and fully understand the different segments of that environment. True The industry environment directly influences the firm and its competitive actions and responses. (True or False) When firms analyze the external environment, they typically have complete and unambiguous data. (True or False) Scanning involves detecting meaning through early signals of environmental trends. (True or False) Early adopters of new technology often achieve higher market shares and higher returns than later adopters of the technology. (True or False) Compared with the general environment, the industry environment has a more indirect effect on the firm’s strategic competitiveness and ability to earn above-average returns. (True or False) The main competitive factor facing newspaper companies is the existence of substitute products and services. (True or False) The process of competitor analysis should examine the competitor’s future objectives, current strategy, assumptions, and capabilities. (True or False) ...
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...Organizational Ethics Harold Vaz ETH/316 March 24th 2016 Cyril Kellett Organizational Ethics The concept of business ethics nowadays is based largely on societies expectations that companies and corporations meet certain standards of honesty, community involvement and charitable giving, as well as fair treatment of employees. External social pressures can now have a major effect on a company’s decision making regarding ethical matters. It used to be that a company’s "ethical decision" was based solely on whether or not the actions were legal. However with growing social media, and a powerful internet presence in our day to day activities, word about companies profiting in unethical ways travels a lot faster, which In turn forces companies to be diligent in making decisions that won't bring them negative attention or controversy. The company I work for is a company that I am proud to be a part of. I am a customer loyalty specialist for a company called Aptive Environmental. Using 100% organic pesticides Aptive Environmental provides residential and commercial pest control services to over 1000 cities across the nation. Aptive specializes in environmentally safe pest solutions and has partnered with the United Nations Foundation's “Nothing But Nets” to stop the spread of malaria spread by mosquitos. Aptive dedicates a portion of company profits annually to “Nothing But Nets,” providing insecticide-treated bed nets to help save the lives of millions in underdeveloped...
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...affect the community’s quality of life. Include also the behavioral and environmental factors that must change in order to address these problems or issues. Behavioral factors include patterns of behavior that constitute lifestyles. In considering environmental factors, you should include the physical, social, political, and economic environments. Phases 1 and 2 identify the goals of the intervention. Phase 3: Educational and organizational diagnosis – determine what to do in order to change the behavioral and environmental factors in Phase 3, taking into account predisposing factors (knowledge, attitudes, beliefs, values, and confidence); enabling factors (availability of resources, accessibility of services, government laws and policies, issue-related skills), and reinforcing factors (largely the influence of significant others in the social environment). Phase 4: Designing programs or interventions and the support for them through administrative and policy diagnosis – determine (and address) the internal administrative and internal and external policy factors that can affect the success of your intervention. The former include organizational...
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...in the apartheid era is not appropriate for competing with the global market. Leaders have to adapt their cultures and be able to respond to an “ever changing” environment. (RV Weeks 2002). In a study conducted by Maritz (2000, p. 18) on South African organisations compared to their international counterparts, it was found that South African leaders are reluctant to move away from a conventional transactional leadership. Leaders who were more transformational lead to long-term positive implications for an organisation. (3) Osborn, Hunt & Jauch (2002) state that transformational leadership will be more effective under traumatic situations as the emotional centre of brain is activated by trauma and this ability is helpful when organizational members experience change and anxiety. Leadership is a critical factor in managing strategic change. The successful managing of people issues will determine success or failure in strategic realignment of business institutions within a global context. (RV Weeks 2002) Strategic leaders effectiveness is dependent on environmental dynamism. Environmental dynamism increases uncertainty that is characterized by stress, anxiety and risk. (2) Transformational leadership encourage individuals to view a turbulent environment as an opportunity not a hindrance. Dynamic environments can generate that collective feeling amongst individuals to solve and deal with external problems. Employees, under uncertain conditions will follow transformational...
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