企业文化和外部环境(英文版)24860.pptx

Organizational Culture and Environment:The Constraints 2007 Prentice Hall,Inc.All rights reserved.The Manager:Omnipotent or Symbolic?Omnipotent View of ManagementOmnipotent View of ManagementManagers are directly responsible for an Managers are directly responsible for an organizations success or failure.organizations success or failure.The quality of the organization is determined by the The quality of the organization is determined by the quality of its managers.quality of its managers.Managers are held accountable Managers are held accountable for an organizations performance for an organizations performance yet it is difficult to attribute yet it is difficult to attribute good or poor performance good or poor performance directly to their influence directly to their influence on the organization.on the organization.2 2007 Prentice Hall,Inc.All rights reserved.*The Manager:Omnipotent or Symbolic?Symbolic View of ManagementSymbolic View of ManagementMuch of an organizations success or failure is due to Much of an organizations success or failure is due to external forces outside of managers control.external forces outside of managers control.The ability of managers to affect outcomes is The ability of managers to affect outcomes is influenced and constrained by external factors.influenced and constrained by external factors.vvThe economy,customers,governmental policies,The economy,customers,governmental policies,competitors,industry conditions,competitors,industry conditions,technology,and the actions of technology,and the actions of previous managersprevious managersManagers symbolize control and Managers symbolize control and influence through their action.influence through their action.3 2007 Prentice Hall,Inc.All rights reserved.*Exhibit 31Exhibit 31 Parameters of Managerial DiscretionParameters of Managerial Discretion4 2007 Prentice Hall,Inc.All rights reserved.*企业外部环境企业外部环境5 2007 Prentice Hall,Inc.All rights reserved.*Introduction and ReviewOrganizations are Organizations are open systemsopen systemsOrganizations affect and are affected by the Organizations affect and are affected by the external environmentexternal environmentThe external environment has two The external environment has two componentscomponentsMacro-EnvironmentMacro-EnvironmentCompetitive EnvironmentCompetitive Environment美国人、法国人、犹太人美国人、法国人、犹太人6 2007 Prentice Hall,Inc.All rights reserved.*The MacroenvironmentThe most general elements in the external The most general elements in the external environment that potentially can influence environment that potentially can influence strategic decisionsstrategic decisionsTop executives must consider external Top executives must consider external factors before taking any actionfactors before taking any action7 2007 Prentice Hall,Inc.All rights reserved.*How the Environment Affects ManagersEnvironmental UncertaintyEnvironmental UncertaintyThe extent to which managers have knowledge of The extent to which managers have knowledge of and are able to predict change their organizations and are able to predict change their organizations external environment is affected by:external environment is affected by:vvComplexity of the environment:Complexity of the environment:the number of components the number of components in an organizations external environment.in an organizations external environment.vvDegree of change in environmental components:Degree of change in environmental components:how how dynamic or stable the external environment is.dynamic or stable the external environment is.8 2007 Prentice Hall,Inc.All rights reserved.*Exhibit 311Exhibit 311Environmental Uncertainty MatrixEnvironmental Uncertainty Matrix9 2007 Prentice Hall,Inc.All rights reserved.*Defining the External EnvironmentExternal EnvironmentExternal EnvironmentThose factors and forces outside the organization that Those factors and forces outside the organization that affect the organizations performance.affect the organizations performance.Components of the External EnvironmentComponents of the External EnvironmentSpecific environment:Specific environment:external forces that have a external forces that have a direct and immediate impact on the organization.direct and immediate impact on the organization.General environment:General environment:broad economic,socio-broad economic,socio-cultural,political/legal,demographic,technological,cultural,political/legal,demographic,technological,and global conditions that and global conditions that maymay affect the organization.affect the organization.10 2007 Prentice Hall,Inc.All rights reserved.*Exhibit 39Exhibit 39 The External EnvironmentThe External Environment11 2007 Prentice Hall,Inc.All rights reserved.*Components of the MacroenvironmentComponents of the MacroenvironmentLaws and PoliticsLaws and PoliticsEconomyEconomyTechnologyTechnologyDemographicsDemographicsSocial ValuesSocial Values12 2007 Prentice Hall,Inc.All rights reserved.*The Competitive EnvironmentThe Competitive Environment A smaller environment that A smaller environment that includes the specific includes the specific organizations with which the organizations with which the organization interactsorganization interacts Includes:Includes:rivalry among current rivalry among current competitorscompetitorsthreat of new entrants threat of new entrants threat of substitutesthreat of substitutespower of suppliers power of suppliers power of customerspower of customers13 2007 Prentice Hall,Inc.All rights reserved.*Environmental AnalysisManagers must understand how the environment Managers must understand how the environment affects their organizationaffects their organizationIt is difficult to predict how certain events will It is difficult to predict how certain events will affect both the environment and the organization affect both the environment and the organization which creates which creates uncertainty uncertainty 14 2007 Prentice Hall,Inc.All rights reserved.*Environmental Scanning Searching and sorting through information about the Searching and sorting through information about the environmentenvironment Commonly asked questionsCommonly asked questionsWho are our current competitorsWho are our current competitorsAre there few or many entry barriers to our industry?Are there few or many entry barriers to our industry?What substitutes exist for our product or service?What substitutes exist for our product or service?Is the company too dependent on powerful suppliers?Is the company too dependent on powerful suppliers?Is the company too dependent on powerful customers?Is the company too dependent on powerful customers?15 2007 Prentice Hall,Inc.All rights reserved.*Environmental Scanning16 2007 Prentice Hall,Inc.All rights reserved.*Environmental ScanningUsing environmental scanning helps Using environmental scanning helps managers develop competitive intelligence managers develop competitive intelligence(information that helps managers determine(information that helps managers determine how to compete better)how to compete better)Other tools for environmental scanningOther tools for environmental scanningScenario developmentScenario developmentForecastingForecastingBenchmarkingBenchmarking17 2007 Prentice Hall,Inc.All rights reserved.*Responding to the EnvironmentResponding to the EnvironmentManagers must respond effectively to their Managers must respond effectively to their environmentenvironmentResponse options can be grouped into three Response options can be grouped into three categoriescategoriesAdapting to the environmentAdapting to the environmentInfluencing the environmentInfluencing the environmentSelect a new environmentSelect a new environment陈阿土的故事陈阿土的故事18 2007 Prentice Hall,Inc.All rights reserved.*Adapting to the Environment Coping with Coping with environmental environmental complexitycomplexityOrganizations tend to Organizations tend to adapt by decentralizing adapt by decentralizing decision makingdecision makingCreate buffers or utilize Create buffers or utilize smoothing techniquessmoothing techniques Coping with dynamism Coping with dynamism in the environmentin the environmentOrganizations tend to Organizations tend to establish more flexible establish more flexible structuresstructuresCreate flexible work Create flexible work processesprocesses 19 2007 Prentice Hall,Inc.All rights reserved.*Adapting to the Environment20 2007 Prentice Hall,Inc.All rights reserved.*Influencing your EnvironmentProactive responses aimed at changing the Proactive responses aimed at changing the environmentenvironmentIndependent ActionIndependent ActionCooperative ActionCooperative Action21 2007 Prentice Hall,Inc.All rights reserved.*Selecting a new environmentThis is referred to as strategic maneuvering This is referred to as strategic maneuvering An organizations conscious efforts to change he An organizations conscious efforts to change he boundaries of its task environment boundaries of its task environment There are several strategic maneuvers to choose There are several strategic maneuvers to choose fromfromDomain selection entrance by a company into Domain selection entrance by a company into another suitable market or industryanother suitable market or industryOther options include diversification,Other options include diversification,merger/acquisition,and divestituremerger/acquisition,and divestiture22 2007 Prentice Hall,Inc.All rights reserved.*Choosing a Response Approach Organizations should attempt to change appropriate Organizations should attempt to change appropriate elements of the environmentelements of the environment Organizations should choose responses that focus on Organizations should choose responses that focus on pertinent elements of the environmentpertinent elements of the environment Companies should choose responses that offer the most Companies should choose responses that offer the most benefit at the lowest costbenefit at the lowest cost23 2007 Prentice Hall,Inc.All rights reserved.*Rivalry Among Current Competitors Step one:Identify the Step one:Identify the competitioncompetitionSmall domestic firmsSmall domestic firmsStrong regional competitorsStrong regional competitorsCompanies exploring new Companies exploring new markets markets Overseas firmsOverseas firmsNew entries to the marketNew entries to the market Step two:How do they Step two:How do they compete?compete?Return24 2007 Prentice Hall,Inc.All rights reserved.*Threat of New Entrants New entrants into an industry compete with New entrants into an industry compete with established companiesestablished companiesBy creating barriers to entry(conditions that By creating barriers to entry(conditions that prevent new companies from entering an prevent new companies from entering an industry)the threat of new entrants is less industry)the threat of new entrants is less seriousseriousBarriers to entry include government policy,capital Barriers to entry include government policy,capital requirements,brand identification,cost requirements,brand identification,cost disadvantages,and distribution channelsdisadvantages,and distribution channelsReturn25 2007 Prentice Hall,Inc.All rights reserved.*Threat of Substitute ProductsThreat of Substitute ProductsReturn26 2007 Prentice Hall,Inc.All rights reserved.*Power of Suppliers Suppliers provide the resources needed for Suppliers provide the resources needed for productionproduction Organization are at a disadvantage if they become Organization are at a disadvantage if they become overly dependent on any powerful supplieroverly dependent on any powerful supplierSwitching costs are fixed costs buyers face if they change Switching costs are fixed costs buyers face if they change supplierssuppliersSupply chain management is the process of managing the Supply chain management is the process of managing the entire network of facilities and people that obtain raw materials entire network of facilities and people that obtain raw materials from outside the organization,transform them into products,from outside the organization,transform them into products,and distribute them to customersand distribute them to customersReturn27 2007 Prentice Hall,Inc.All rights reserved.*Power of Customers Customers purchase the products or services an Customers purchase the products or services an organization offersorganization offersFinal consumers are those individuals that purchase products in Final consumers are those individuals that purchase products in their finished formtheir finished formIntermediate consumers are individuals who purchase raw Intermediate consumers are individuals who purchase raw materials or wholesale products before selling them to final materials or wholesale products before selling them to final customerscustomers Customers can demand lower prices,higher quality,Customers can demand lower prices,higher quality,unique product specifications,or better serviceunique product specifications,or better service Customers are powerful if they make large purchases or if Customers are powerful if they make large purchases or if they can easily find alternative places to buythey can easily find alternative places to buyReturn28 2007 Prentice Hall,Inc.All rights reserved.*Stakeholder RelationshipsStakeholdersStakeholdersAny constituencies in the organizations environment Any constituencies in the organizations environment that are affected by the organizations decisions and that are affected by the organizations decisions and actionsactionsWhy Manage Stakeholder Relationships?Why Manage Stakeholder Relationships?It can lead to improved organizational performance.It can lead to improved organizational performance.Its the“right”thing to do given the interdependence Its the“right”thing to do given the interdependence of the organization and its external stakeholders.of the organization and its external stakeholders.29 2007 Prentice Hall,Inc.All rights reserved.*Managing Stakeholder Relationships1.Identify the organizations external Identify the organizations external stakeholders.stakeholders.2.Determine the particular interests and Determine the particular interests and concerns of the external stakeholders.concerns of the external stakeholders.3.Decide how critical each external stakeholder Decide how critical each external stakeholder is to the organization.is to the organization.4.Determine how to manage each individual Determine how to manage each individual external stakeholder relationship.external stakeholder relationship.30 2007 Prentice Hall,Inc.All rights reserved.*Exhibit 312Exhibit 312Organizational StakeholdersOrganizational Stakeholders31 2007 Prentice Hall,Inc.All rights reserved.*The Organizations CultureOrganizational CultureOrganizational CultureWilliam Ouchi(William Ouchi(日籍美国人日籍美国人)Z Theory)Z TheoryCharles Handy(Charles Handy(英国的英国的Drucker)Drucker)。32 2007 Prentice Hall,Inc.All rights reserved.*The Organizations Culture Organizational CultureOrganizational CultureA system of sha