Studied by 1 person
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
Note 
Flashcard (35)