Term
|
Definition
| all events outside a company that have the potential to influence or affect it |
|
|
Term
|
Definition
| the rate at which a company's general and specific environment's change |
|
|
Term
|
Definition
| an environment in which the rate of change is slow |
|
|
Term
|
Definition
| an environment in which the rate of change is fast |
|
|
Term
| Punctuated equilibrium theory |
|
Definition
| the theory that companies go through long periods of stability (equilibrium) followed by short periods of dynamic, fundamental change (evolutionary periods), and then a new equilibrium |
|
|
Term
|
Definition
| the number and the intensity of external factors in the environment that affect organizations |
|
|
Term
|
Definition
| an environment with few environmental factors |
|
|
Term
|
Definition
| an environment with many environmental factors |
|
|
Term
|
Definition
| the abundance of shortage of critical organizational resources in an organization's external environment |
|
|
Term
|
Definition
| extent to which managers can understand or predict which environmental changes and trends will affect their businesses |
|
|
Term
|
Definition
| the economic, technological, sociocultural, and political/legal trends that indirectly affect all organizations |
|
|
Term
|
Definition
| the customers, competitors, suppliers, industry regulations, and advocacy groups that are unique to an industry and directly affect how a company does business |
|
|
Term
| Business confidence indices |
|
Definition
| indices that show managers' level of confidence about future business growth |
|
|
Term
|
Definition
| the knowledge, tools, and techniques used to transform inputs into outputs |
|
|
Term
|
Definition
| companies in the same industry that sell similar products or services to customers |
|
|
Term
|
Definition
| a process for monitoring the competition that involves identifying competition, anticipating their moves, and determining their strengths and weaknesses |
|
|
Term
|
Definition
| companies that provide material, human, financial, and informational resources to other companies |
|
|
Term
|
Definition
| 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 |
|
|
Term
|
Definition
| the degree to which a supplier relies on a buyer because of the importance of that buyer to that supplier and the difficulty of finding other buyers for its product |
|
|
Term
|
Definition
| a transaction in which one party in the relationship benefits at the expense of the other |
|
|
Term
|
Definition
| the establishment of mutually beneficial long-term exchanges between buyers and suppliers |
|
|
Term
|
Definition
| regulations and rules that govern the business practices and procedures of specific industries, businesses, and professions |
|
|
Term
|
Definition
| concerned citizens who band together to try to influence the business practices of specific industries, businesses, and professions |
|
|
Term
|
Definition
| 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 |
|
|
Term
|
Definition
| an advocacy group tactic that involves framing issues as public issues |
|
|
Term
|
Definition
| an advocacy group tactic that involves protesting a company's actions by persuading consumers not to purchase its product or service |
|
|
Term
|
Definition
| searching the environment for important events or issues that might effect an organization |
|
|
Term
|
Definition
| graphic depictions of how managers believe environmental factors relate to possible organizational actions |
|
|
Term
|
Definition
| the events and trends inside an organization that affect management, employees, and organizational culture |
|
|
Term
|
Definition
| the values, beliefs, and attitudes shared by organizational members |
|
|
Term
|
Definition
| stories told by organizational members to make sense of organizational events and changes and to emphasize culturally consistent assumptions, decisions, and actions |
|
|
Term
|
Definition
| people celebrated for their qualities and achievements within an organization |
|
|
Term
|
Definition
| a company's purpose or reason for existing |
|
|
Term
| Consistent organizational culture |
|
Definition
| a company culture in which the company actively defines and teaches organizational values, beliefs, and attitudes |
|
|
Term
|
Definition
| 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 |
|
|
Term
|
Definition
| the process of having managers and employees perform new behaviors central to the new organizational culture in place of behaviors that were central to the old organizational culture |
|
|
Term
|
Definition
| getting work done through others |
|
|
Term
|
Definition
| getting work done with a minimum of effort, expense, or waste |
|
|
Term
|
Definition
| accomplishing tasks that help fulfill organizational objectives |
|
|
Term
|
Definition
| determining organizational goals and a means for achieving them |
|
|
Term
|
Definition
| deciding where decisions will be made, who will do what job and tasks, and who will work for whom |
|
|
Term
|
Definition
| inspiring and motivating workers to work hard to achieve organizational goals |
|
|
Term
|
Definition
| monitoring progress toward goal achievement and taking corrective action when needed |
|
|
Term
|
Definition
| executives responsible for the overall direction of the organization |
|
|
Term
|
Definition
| responsible for setting objectives consistent with top management's goals and for planning and implementing subunit strategies for achieving these objectives |
|
|
Term
|
Definition
| train and supervise teh performance of nonmanagerial employees who are directly responsible for producing the company's products or services |
|
|
Term
|
Definition
| managers responsible for facilitating team activities toward goal accomplishment |
|
|
Term
|
Definition
| the interpersonal role managers play when they perform ceremonial duties |
|
|
Term
|
Definition
| the interpersonal role managers play when they motivate and encourage workers to accomplish organizational objectives |
|
|
Term
|
Definition
| the interpersonal role managers play when they deal with people outside their units |
|
|
Term
|
Definition
| the informational role managers play when they scan their environment for information |
|
|
Term
|
Definition
| the informational role managers play when they share information with others in their departments or companies |
|
|
Term
|
Definition
| the informational role managers play when they share information with people outside their departments or companies |
|
|
Term
|
Definition
| the decisional role managers play when they adapt themselves, their subordinates, or their units to change |
|
|
Term
|
Definition
| the decisional role managers play when they respond to severe pressures and problems that demand immediate attention |
|
|
Term
|
Definition
| the decisional role managers play when they decide who gets what resources and in what amounts |
|
|
Term
|
Definition
| the decisional role managers play when they negotiate schedules, projects, goals, outcomes, resources, and employee raises |
|
|
Term
|
Definition
| the specialized procedures, techniques, and knowledge required to get the job done |
|
|
Term
|
Definition
| the ability to work well with others |
|
|
Term
|
Definition
| the ability to see the organization as a whole, understand how the different parts affect each other, and recognize how the company fits into or is affected by its environment |
|
|
Term
|
Definition
| an assessment of how enthusiastic employees are about managing the work of others |
|
|
Term
|
Definition
| deciding where decisions will be made, who will do what job and tasks, and who will work for whom |
|
|
Term
|
Definition
| responsible for setting objectives consistent with top management's goals and for planning and implementing subunit strategies for achieving these objectives |
|
|
Term
|
Definition
| train and supervise teh performance of nonmanagerial employees who are directly responsible for producing the company's products or services |
|
|
Term
|
Definition
| the interpersonal role managers play when they perform ceremonial duties |
|
|
Term
|
Definition
| the interpersonal role managers play when they deal with people outside their units |
|
|
Term
|
Definition
| the decisional role managers play when they decide who gets what resources and in what amounts |
|
|
Term
|
Definition
| the ability to work well with others |
|
|
