第4章 企业文化与外部环境

nintheditionSTEPHENP.ROBBINSPowerPointPresentationbyCharlieCookTheUniversityofWestAlabamaMARYCOULTER©2007PrenticeHall,Inc.Allrightsreserved.OrganizationalCultureandEnvironment:TheConstraints©2007PrenticeHall,Inc.Allrightsreserved.3–2TheManager:OmnipotentorSymbolic?•OmnipotentViewofManagementManagersaredirectlyresponsibleforanorganization’ssuccessorfailure.Thequalityoftheorganizationisdeterminedbythequalityofitsmanagers.Managersareheldaccountableforanorganization’sperformanceyetitisdifficulttoattributegoodorpoorperformancedirectlytotheirinfluenceontheorganization.©2007PrenticeHall,Inc.Allrightsreserved.3–3TheManager:OmnipotentorSymbolic?•SymbolicViewofManagementMuchofanorganization’ssuccessorfailureisduetoexternalforcesoutsideofmanagers’control.Theabilityofmanagerstoaffectoutcomesisinfluencedandconstrainedbyexternalfactors.Theeconomy,customers,governmentalpolicies,competitors,industryconditions,technology,andtheactionsofpreviousmanagersManagerssymbolizecontrolandinfluencethroughtheiraction.©2007PrenticeHall,Inc.Allrightsreserved.3–4Exhibit3–1ParametersofManagerialDiscretion©2007PrenticeHall,Inc.Allrightsreserved.3–5企业外部环境©2007PrenticeHall,Inc.Allrightsreserved.3–6IntroductionandReview•Organizationsareopensystems•Organizationsaffectandareaffectedbytheexternalenvironment•TheexternalenvironmenthastwocomponentsMacro-EnvironmentCompetitiveEnvironment•美国人、法国人、犹太人©2007PrenticeHall,Inc.Allrightsreserved.3–7TheMacroenvironment•Themostgeneralelementsintheexternalenvironmentthatpotentiallycaninfluencestrategicdecisions•Topexecutivesmustconsiderexternalfactorsbeforetakinganyaction©2007PrenticeHall,Inc.Allrightsreserved.3–8HowtheEnvironmentAffectsManagers•EnvironmentalUncertaintyTheextenttowhichmanagershaveknowledgeofandareabletopredictchangetheirorganization’sexternalenvironmentisaffectedby:Complexityoftheenvironment:thenumberofcomponentsinanorganization’sexternalenvironment.Degreeofchangeinenvironmentalcomponents:howdynamicorstabletheexternalenvironmentis.©2007PrenticeHall,Inc.Allrightsreserved.3–9Exhibit3–11EnvironmentalUncertaintyMatrix©2007PrenticeHall,Inc.Allrightsreserved.3–10DefiningtheExternalEnvironment•ExternalEnvironmentThosefactorsandforcesoutsidetheorganizationthataffecttheorganization’sperformance.•ComponentsoftheExternalEnvironmentSpecificenvironment:externalforcesthathaveadirectandimmediateimpactontheorganization.Generalenvironment:broadeconomic,socio-cultural,political/legal,demographic,technological,andglobalconditionsthatmayaffecttheorganization.©2007PrenticeHall,Inc.Allrightsreserved.3–11Exhibit3–9TheExternalEnvironment©2007PrenticeHall,Inc.Allrightsreserved.3–12ComponentsoftheMacroenvironment•LawsandPolitics•Economy•Technology•Demographics•SocialValues©2007PrenticeHall,Inc.Allrightsreserved.3–13TheCompetitiveEnvironment•Asmallerenvironmentthatincludesthespecificorganizationswithwhichtheorganizationinteracts•Includes:rivalryamongcurrentcompetitorsthreatofnewentrantsthreatofsubstitutespowerofsupplierspowerofcustomers©2007PrenticeHall,Inc.Allrightsreserved.3–14EnvironmentalAnalysis•Managersmustunderstandhowtheenvironmentaffectstheirorganization•Itisdifficulttopredicthowcertaineventswillaffectboththeenvironmentandtheorganizationwhichcreatesuncertainty©2007PrenticeHall,Inc.Allrightsreserved.3–15EnvironmentalScanning•Searchingandsortingthroughinformationabouttheenvironment•CommonlyaskedquestionsWhoareourcurrentcompetitorsAretherefewormanyentrybarrierstoourindustry?Whatsubstitutesexistforourproductorservice?Isthecompanytoodependentonpowerfulsuppliers?Isthecompanytoodependentonpowerfulcustomers?©2007PrenticeHall,Inc.Allrightsreserved.3–16EnvironmentalScanning©2007PrenticeHall,Inc.Allrightsreserved.3–17EnvironmentalScanning•Usingenvironmentalscanninghelpsmanagersdevelopcompetitiveintelligence(informationthathelpsmanagersdeterminehowtocompetebetter)•OthertoolsforenvironmentalscanningScenariodevelopmentForecastingBenchmarking©2007PrenticeHall,Inc.Allrightsreserved.3–18RespondingtotheEnvironment•Managersmustrespondeffectivelytotheirenvironment•ResponseoptionscanbegroupedintothreecategoriesAdaptingtotheenvironmentInfluencingtheenvironmentSelectanewenvironment陈阿土的故事©2007PrenticeHall,Inc.Allrightsreserved.3–19AdaptingtotheEnvironment•CopingwithenvironmentalcomplexityOrganizationstendtoadaptbydecentralizingdecisionmakingCreatebuffersorutilizesmoothingtechniques•CopingwithdynamismintheenvironmentOrganizationstendtoestablishmoreflexiblestructuresCreateflexibleworkprocesses©2007PrenticeHall,Inc.Allrightsreserved.3–20AdaptingtotheEnvironment©2007PrenticeHall,Inc.Allrightsreserved.3–21InfluencingyourEnvironment•ProactiveresponsesaimedatchangingtheenvironmentIndependentActionCooperativeAction©2007PrenticeHall,Inc.Allrightsreserved.3–22Selectinganewenvironment•ThisisreferredtoasstrategicmaneuveringAnorganization’sconsciouseffortstochangeheboundariesofitstaskenvironment•ThereareseveralstrategicmaneuverstochoosefromDomainselection–entrancebyacompanyintoanothersuitablemarketorindustryO