Changing Environments

1. Characteristics ofChanging External Environments Environmental Change Environmental Complexity Resource ScarcityUncertainty Changing Environments 1

2. Environmental Change is the rate at which a company’s environments change • stable environments • dynamic environments Punctuated equilibrium theory Companies cycle through long, stable periods and shorter, dynamic environments. Environmental Change 1.1

3. Punctuated Equilibrium: U.S. Airline Industry 1.1

4. Environmental Complexity: the number of external factors in the environment that affect organizations Environmental Complexity • Simple environments Complex environments 1.2

5. Resource Scarcity The degree to which an organization’s external environment has an abundance or scarcity of critical organizational resources Resource Scarcity 1.3

6. Uncertainty 1.4

7. External Environment 2

8. Economy Technological trends Sociocultural trends Political / Legal trends Components of the General Environment 2

9. Economy • Growing vs. shrinking economies • Predicting future economic activity • Business confidence indices 2.1

10. Technology--Knowledge Tools Techniques Input Output Raw Materials Products Information Services Technological Component 2.2

11. Impact of Technology • Technology can be a great benefit or a daunting threat. MP3 players have created a tremendous new business opportunity for some, like Apple, Creative, and other manufacturers. But record labels have suffered from the rapid acceptance of digital music and persistent file swapping.

12. Sociocultural Component • Sociocultural Components • Demographic changes • Changes in behavior, attitudes, and beliefs 2.3

13. Demographics Example 2.3

14. Web Link http://www.eeoc.gov/laws/cra91.html http://www.dol.gov/esa/whd/fmla/ Political / Legal Component • Legislation • Regulations • Court decisions Managers must be educated about the laws, regulations, and potential lawsuits that could affect business 2.3

15. Customer Competitor Supplier Industry Regulation Advocacy Group Specific Environment 3

16. Monitoring customer wants and needs is critical for business success Customer Component Reactive customer monitoring • responding to problems, trends, and events Proactive customer monitoring • anticipating problems, trends, and events 3.1

17. Competitive Analysis Deciding who your competitors are Anticipating competitors’ moves Determining competitors’ strengths and weaknesses Competitor Component 3.2

18. Suppliers Buyer Dependence Supplier Dependence Opportunistic Behavior Relationship Behavior Supplier Component 3.3

19. Industry Regulation Consists of regulations and rules that govern the business practices and procedures of specific industries, businesses, and professions Industry Regulation Component 3.4

20. Consumer Product Safety Commission http://www.cpsc.gov Department of Labor http://www.dol.gov Environmental Protection Agency http://www.epa.gov Equal EmploymentOpportunity Commission http://www.eeoc.gov Federal Communications Commission http://www.fcc.gov Federal Reserve System http://www.federalreserve.gov Federal Trade Commission http://www.ftc.gov Food and Drug Administration http://www.fda.gov National Labor Relations Board http://www. nlrb.gov Occupational Safety andHealth Administration http://www.osha.gov Securities and ExchangeCommission http://www.sec.gov Federal Regulation Agencies 3.4

21. Cost of Compliance Researchers studied U.S. manufacturers and the cost they incur complying with the 25 major federal regulations. Researchers found: There are about 300,000 manufacturing companies in the U.S. Each company spends roughly $2.2 million So, the aggregate cost of complying with federal regulations is roughly $660 billion And that’s just for manufacturing.

22. Guidelines to Avoid Conflicts of Interest • There’s no such thing as a free lunch • Meals and entertaining are valid business • No gifts worth more than $25 in value • No cash or cash equivalents • No discount on goods and services • No stock in suppliers’ companies • Don’t allow personal friendship to influence decisions DOING THE RIGHT THING Dealing with Gifts and Suppliers 3

23. Advocacy Groups • Advocacy Groups • Groups of concerned citizens who band together to try to influence the business practices of specific industries, businesses, and professions • Techniques to try to influence companies • public communications • media advocacy • product boycotts 3.5

24. Advocacy Groups PETA is a well-known advocacy group that attempts to influence consumers and companies to pursue animal-friendly practices.

25. Making Sense of Changing Environments Environmental Scanning Evaluating External Environments Interpreting Environmental Factors Acting on Threats and Opportunities 4

26. Environmental Scanning • Environmental scanning: • searching the environment for events or issues that might affect an organization • keeps companies current on industry factors • reduces uncertainty • alters organizational strategies • contributes to organizational performance 4.1

27. EnvironmentalScan Opportunities? Threats? Interpreting Environmental Factors 4.2

28. Acting on Threats and Opportunities • Cognitive Maps • simplified models of external environments • depicts how managers believe environmental factors relate to possible organizational actions 4.3

29. Internal Environments Internal Environment Consists of the trends and events within an organization that affect the management, employees, and organizational culture • important because it affects what people think, feel, and do at work • organizational culture is the set of key values, beliefs, and attitudes shared by organizational members 5

30. The Organization’s Culture • Organizational Culture • A system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other. • “The way we do things around here.” • Values, symbols, rituals, myths, and practices • Implications: • Culture is a perception. • Culture is shared. • Culture is descriptive.

31. Strong versus Weak Cultures • Strong Cultures • Are cultures in which key values are deeply held and widely held. • Have a strong influence on organizational members. • Factors Influencing the Strength of Culture • Size of the organization • Age of the organization • Rate of employee turnover • Strength of the original culture • Clarity of cultural values and beliefs

32. Benefits of a Strong Culture • Creates a stronger employee commitment to the organization. • Aids in the recruitment and socialization of new employees. • Fosters higher organizational performance by instilling and promoting employee initiative.

33. Company Founder Organizational Stories Organizational Heroes Creation and Maintenance of Organizational Cultures 5.1

34. Adaptability Consistency Involvement Clear Vision Sales Growth Employee Satisfaction Profits Return on Assets Quality Successful Organizational Cultures 5.2 Adapted from Exhibit 3.7 D.R. Denison & A.K. Mishra, Organization Science 6 (1995): 204-223

35. Levels of Organizational Culture • Symbolic artifacts • Behaviors 1. SurfaceLevel SEEN • What people say • How decisions are made 2. Expressed Valuesand Beliefs HEARD • Beliefs andassumptions • Rarely discussed 3. Unconsciously Held Assumptionsand Beliefs BELIEVED 5.3 Adapted from Exhibit 3.8

36. Changing Organizational Cultures • Behavioral addition • is the process of having managers and employees perform a new behavior • Behavioral substitution • is having managers and employees perform a new behavior in place of another behavior • Change visible artifacts • such as the office design and layout, company dress codes, etc. 5.3