MGMT CH 2

Information processing

________ is at the heart of the next transformation of work and managing organizations.

Information technology

________ is constantly changing the nature of work itself within the organization and the managers job.

Supply chain management

________ is complicated due to shortages, unions, lack of substitutes and need to coordinate suppliers.

Management practices

________ must be tailored to the cultural contexts within which an organization operates.

Global competition

________ has increased pressure on companies to improve the quality of goods and services delivered.

Free trade areas

________ creates opportunities for manufacturing organizations to reduce costs.

Cultural intelligence

________- an appreciation of how national cultures differ.

Government regulations

________: national and global policies can prevent entry at both industry and country levels.

Threats

________: issues that can devastate an organization if managers are unable to sell products and revenues /profits plunge.

Potential competitors

________: organizations not currently in a task environment but with resources to enter.

Uncertainty avoidance

________: How much tolerance is there for individual beliefs and actions.

Ability

________ to predict events is determined by rate of change and complexity of the environment.

National culture

________: the set of values that a society considers important and the norms of behaviour that are acceptable in society.

Protectionism

________: tariffs or quotas on imported goods to bolster domestic production of manufactured goods.

Privatization

________: organizations once controlled by the state are sold to individuals or corporations.

Managers

________ view the global environment as open- companies are free to buy from, or sell to, whichever companies and countries they choose.

domestic markets

Historically, managers were focused on ________ due to barriers of distance and culture.

Deregulation

________: opening industries previously controlled by the state to free market competition.

Brand loyalty

________: customers preference for the products or organizations currently in the task environment.

Certainty

________: state of environmental forces that is stable enough to predict possible outcomes of decisions.

Social structure

________: the arrangement of individuals or groups in a society.

Uncertainty

________: state of environmental forces that is so dynamic managers can not predict the probable outcomes of actions.

Economies of scale

________: cost advantages associated with large operations such as buying raw material in bulk.

Stakeholders

________: the persons, groups and institutions that are affected by internal and external environments.

power of distributors

Selling directly online weakens the ________.

nature of distributors

Changing ________ and distribution methods brings threats and opportunities for managers.

outcomes of changes

Demographic forces: ________ in the characteristics of a population.

External environment

________: forces operating beyond boundaries of organization.

Internal environment

________: forces operating within an organization and stemming from structure and climate.

Large distributors

________ are so powerful they can control customers access to an organizations goods and services.

Free trade agreements

________ (NAFTA, EU) designed to lower barriers to the free flow of goods and services between nations.

Internal environment

 forces operating within an organization and stemming from structure and climate

Opportunities

 openings for managers to strengthen their organization by making and selling more products, obtaining more resources and capital or opening markets

Threats

 issues that can devastate an organization if managers are unable to sell products and revenues/profits plunge

Potential competitors

 organizations not currently in a task environment but with resources to enter

Economies of scale

 cost advantages associated with large operations such as buying raw material in bulk

Brand loyalty

 customers preference for the products or organizations currently in the task environment

Government regulations

 national and global policies can prevent entry at both industry and country levels

Deregulation

 opening industries previously controlled by the state to free market competition

Privatization

 organizations once controlled by the state are sold to individuals or corporations

Social structure

 the arrangement of individuals or groups in a society

National culture

 the set of values that a society considers important and the norms of behaviour that are acceptable in society

Individualism vs collectivism

  Are individual freedoms and self-expression more important than contribution to the group

Power difference

are inequalities in power due to difference in   capabilities and heritage

Achievement vs nurturing

Is success or quality of life more important

Uncertainty avoidance

How much tolerance is there for    individual beliefs and actions

Orientation

is it long-term or short-term

Demographic forces

 outcomes of changes in the characteristics of a population

Managers view the global environment as open

companies are free to buy from, or sell to, whichever companies and countries they choose

Free-trade doctrine

 if each country specializes in the production of goods and services that it can produce most efficiently, this will make best use of global resources

CEO and top-management

 devise strategies

Middle managers

 collect relevant information

First-line managers

 use resources more efficiently and customer service

Uncertainty

 state of environmental forces that is so dynamic managers cannot predict the probable outcomes of actions

Certainty

 state of environmental forces that is stable enough to predict possible outcomes of decisions

Healthy ethical standards

encourages managers to question operations and to find new and better ways to plan, organize, lead and control