企业文化和外部环境（英文版）.ppt

Organizational Culture and Environment: The Constraints,© 2007 Prentice Hall, Inc. All rights reserved.,The Manager: Omnipotent or Symbolic?,Omnipotent View of Management Managers are directly responsible for an organization’s success or failure. The quality of the organization is determined by the quality of its managers. Managers are held accountable for an organization’s performance yet it is difficult to attribute good or poor performance directly to their influence on the organization.,2,© 2007 Prentice Hall, Inc. All rights reserved. *,The Manager: Omnipotent or Symbolic?,Symbolic View of Management Much of an organization’s success or failure is due to external forces outside of managers’ control. The ability of managers to affect outcomes is influenced and constrained by external factors. The economy, customers, governmental policies, competitors, industry conditions, technology, and the actions of previous managers Managers symbolize control and influence through their action.,3,© 2007 Prentice Hall, Inc. All rights reserved. *,Exhibit 3–1 Parameters of Managerial Discretion,,,4,© 2007 Prentice Hall, Inc. All rights reserved. *,企业外部环境,5,© 2007 Prentice Hall, Inc. All rights reserved. *,Introduction and Review,Organizations are open systems Organizations affect and are affected by the external environment The external environment has two components Macro-Environment Competitive Environment 美国人、法国人、犹太人,6,© 2007 Prentice Hall, Inc. All rights reserved. *,The Macroenvironment,The most general elements in the external environment that potentially can influence strategic decisions Top executives must consider external factors before taking any action,7,© 2007 Prentice Hall, Inc. All rights reserved. *,How the Environment Affects Managers,Environmental Uncertainty The extent to which managers have knowledge of and are able to predict change their organization’s external environment is affected by: Complexity of the environment: the number of components in an organization’s external environment. Degree of change in environmental components: how dynamic or stable the external environment is.,8,© 2007 Prentice Hall, Inc. All rights reserved. *,Exhibit 3–11 Environmental Uncertainty Matrix,,,9,© 2007 Prentice Hall, Inc. All rights reserved. *,Defining the External Environment,External Environment Those factors and forces outside the organization that affect the organization’s performance. Components of the External Environment Specific environment: external forces that have a direct and immediate impact on the organization. General environment: broad economic, socio-cultural, political/legal, demographic, technological, and global conditions that may affect the organization.,10,© 2007 Prentice Hall, Inc. All rights reserved. *,Exhibit 3–9 The External Environment,,,11,© 2007 Prentice Hall, Inc. All rights reserved. *,Components of the Macroenvironment,Laws and Politics Economy Technology Demographics Social Values,12,© 2007 Prentice Hall, Inc. All rights reserved. *,The Competitive Environment,A smaller environment that includes the specific organizations with which the organization interacts Includes: rivalry among current competitors threat of new entrants threat of substitutes power of suppliers power of customers,13,© 2007 Prentice Hall, Inc. All rights reserved. *,Environmental Analysis,Managers must understand how the environment affects their organization It is difficult to predict how certain events will affect both the environment and the organization which creates uncertainty,14,© 2007 Prentice Hall, Inc. All rights reserved. *,Environmental Scanning,Searching and sorting through information about the environment Commonly asked questions Who are our current competitors Are there few or many entry barriers to our industry? What substitutes exist for our product or service? Is the company too dependent on powerful suppliers? Is the company too dependent on powerful customers?,15,© 2007 Prentice Hall, Inc. All rights reserved. *,Environmental Scanning,16,© 2007 Prentice Hall, Inc. All rights reserved. *,Environmental Scanning,Using environmental scanning helps managers develop competitive intelligence (information that helps managers determine how to compete better) Other tools for environmental scanning Scenario development Forecasting Benchmarking,17,© 2007 Prentice Hall, Inc. All rights reserved. *,Responding to the Environment,Managers must respond effectively to their environment Response options can be grouped into three categories Adapting to the environment Influencing the environment Select a new environment 陈阿土的故事,18,© 2007 Prentice Hall, Inc. All rights reserved. *,Adapting to the Environment,Coping with environmental complexity Organizations tend to adapt by decentralizing decision making Create buffers or utilize smoothing techniques,Coping with dynamism in the environment Organizations tend to establish more flexible structures Create flexible work processes,19,© 2007 Prentice Hall, Inc. 。