Term
|
Definition
| link and coordiate an organization with key elements in the external environment to detect changes and send and recieve information to and from external environment |
|
|
Term
|
Definition
| Absorb uncertainty in an environment by helping technical core function effectively. E.g. purchasing department stockpiling materials |
|
|
Term
|
Definition
| where leaders from external environment invited to sit on a company's board so they're more invested in company's outcomes |
|
|
Term
| Organizational Differention |
|
Definition
| The difference in congnitive and emotional orientations among managers and structure in different functional departments |
|
|
Term
|
Definition
| The person from one company that sits on another's board |
|
|
Term
|
Definition
| An organization's chosen field of action, geographic and psychographic territory it stakes out for its products or services |
|
|
Term
|
Definition
| Parts of the organizational environment that don't directly impact the day to day operations of a company but can still influence it. Think PEST+Financial Resources, or Political (government), economic, sociocultural, technological and financial forces |
|
|
Term
|
Definition
| The natural environment that is not usually considered part of the organizational environment, but maybe should be |
|
|
Term
|
Definition
| Two individuals from different companies sit on a third company'sboard, so they have access to one another but no influence over one another |
|
|
Term
|
Definition
| Quality of collaboration between departments |
|
|
Term
|
Definition
| One individual from one company sits on another's board and thus can influence that company |
|
|
Term
|
Definition
| Centralized, vertical management system with formalized rules, plans and hierarchy |
|
|
Term
|
Definition
| Decentralized, unclear authority, ignored or unwritten rules and plans. Encourages teamwork and communication |
|
|
Term
| Organizational environment |
|
Definition
| Factors outside the organization that can influence it |
|
|
Term
|
Definition
| How dependent is the organization on the environment for scarce resources? Need to balance maintaining independence with decreasing resource uncertainty |
|
|
Term
|
Definition
| subdivisions of the environment that have similar elements |
|
|
Term
|
Definition
| How heterogeneous external elements relevant to a company are, or how many and how different those factors are. |
|
|
Term
| Stable unstable dimension |
|
Definition
| Whether or not the elements in the environment are dynamic, if it remains stable or predictably changing or experiences abruptly and unexpectedly; generally everything is going towards unstable thanks to the internet |
|
|
Term
|
Definition
| Elements that directly affect the day to day operation of a company; Market(consumers), Industry(competitors), Human Resources (employees), Raw Materials (suppliers), and International elements. |
|
|
Term
|
Definition
| How much information needed about and how many resources needed from the environment; How Generally concerned with task environment |
|
|
