1. Chapter 3 Organizational Environments and Culture Management Principles Craig W. Fontaine, Ph.D.

2. Characteristics of External Environments Environmental change Environmental complexity Resource scarcity Uncertainty

3. Environmental Change The rate at which a company’s general and specific environments change. Stable – slow rate of change Dynamic – fast rate of change

4. Punctuated Equilibrium Theory Stability Dynamic Change Stability Dynamic Change

5. Environmental Complexity Simple – few environmental factors that affect organizations Complex – many environmental factors that affect organizations

6. Resource Scarcity The abundance or shortage of critical resources in an organization’s external environment.

7. Uncertainty The extent to which managers can understand or predict the external changes and trends affecting their business.

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10. Economy A growing economy provides a favorable environment for business growth. Business confidence indices show how confident managers are about future business growth.

11. Technological Component Technology – an umbrella term for the knowledge, tools, and techniques used to transform inputs into outputs Changes in technology can help companies provide better products or produce their products more efficiently.

12. Sociocultural Component Demographic characteristics, general behavior, attitudes, and beliefs of people in a particular society

13. Political/Legal Component The legislation, regulations, and court decisions that govern and regulate business behavior Many managers are unaware of the potential legal risks associated with traditional managerial decisions like recruiting, hiring, and firing employees.

14. Specific Environment Customers Competitors Suppliers Industry regulations Advocacy groups

15. Customer Component Reactive customer monitoring – Identifying and addressing customer trends and problems after they occur Proactive customer monitoring – Identifying and addressing customer needs, trends, and issues before they occur © 2014 Cengage Learning 3-3

16. Competitor Component Competitors – companies in the same industry that sell similar products or services Competitive analysis – a process of monitoring the competition that involves identifying competition, anticipating their moves, and determining their strengths and weaknesses © 2014 Cengage Learning 3-3

17. Supplier Component Suppliers – companies that provide material, human, financial, and informational resources to other companies Supplier dependence vs. Buyer dependence

18. Behaviors Opportunistic behavior – when one party benefits at the expense of another Relationship behavior – focuses on establishing a mutually beneficial, long-term relationship between buyers and sellers

19. Industry Regulation Component Regulations and rules that govern the practices and procedures of specific industries, businesses, and professions

20. Federal Regulatory Agencies and Commissions Consumer Product Safety Commission Department of Labor Environmental Protection Agency Equal Employment Opportunity Commission Federal Communications Commission Federal Reserve System Federal Trade Commission Food and Drug Administration National Labor Relations Board Occupational Safety and Health Administration Securities and Exchange Commission

21. Advocacy Groups Concerned citizens who band together to try to influence the business practices of specific industries, businesses, and professions Public communication Media advocacy Product boycott

22. Making Sense of Changing Environments Environmental scanning Interpreting environmental factors Acting on threats and opportunities

23. Environmental Scanning Searching the environment for important events or issues that might affect an organization. Managers scan the environment to reduce uncertainty. Organizational strategies affect environmental scanning. Environmental scanning contributes to organizational performance.

24. Interpreting Environmental Factors Threat or opportunity? Threat – managers typically take steps to protect the company from further harm Opportunity – managers consider strategic alternatives for taking advantage of those events to improve performance

26. Creation and Maintenance of Organizational Cultures Primary source of organizational culture is the company founder. Organizational culture is sustained by… – organizational stories – organizational heroes

29. Changing Organizational Cultures Behavioral addition Behavioral substitution Change visible artifacts Hiring people with values and beliefs consistent with desired culture

30. Business Leadership and Organizational Behavior Dimensions of National Culture Craig W. Fontaine, Ph.D.

31. National Cultural Clustering Huntington’s civilization clustering

32. National Cultural Clustering Ronen and Shenkar’s culture clustering

33. Hofstede’s Dimensions of Culture Geert Hofstede’s cultural typology is the most often used. It is based upon a study of 100,000 IBM employees who work in IBM divisions throughout the world. Hofstede’s survey revealed five underlying dimensions of culture: – Power Distance – Individualism/Collectivism – Masculinity/Femininity – Uncertainty Avoidance – Long-Term Orientation

34. Hofstede’s Culture Dimensions

35. Power Distance (PD) Power Distance is the extent to which hierarchical differences are accepted in society and articulated in term of deference to higher and lower social and decision levels in organization. Artifacts of high PD: – Centralization – # Org. Levels- Height – # Supervisors – Wage Differentials – Values, White & Blue Collar Work

36. Power Distance (PD) Power distance: country examples and organizational implications

37. Power Distance (PD) Rank distinctions among the Japanese:

38. Uncertainty Avoidance (UA) Uncertainty Avoidance is the extent to which uncertainty and ambiguity are tolerated. Artifacts of high UA: – Standardization – Structured activities – Written rules – Specialists – No risk tolerance – Ritualistic behavior

39. Uncertainty Avoidance (UA) Uncertainty avoidance: Country examples and organizational implications:

40. Individualism/Collectivism (I/C) I/C is the extent to which the self or the group constitutes the center point of identification for the individual. Individual self interest is pursued individually, or as a part of a group. Artifacts of I/C – Firm as “family” – Utilitarian decision making – Group performance

41. Individualism/Collectivism (I/C) Individualism/collectivism: country examples and organizational implications

42. Masculinity-Femininity (M/F) Refers to the extent to which traditional masculine values, like aggressiveness and assertiveness, are valued. Artifacts of M/F – Sex Roles Minimized – More Women In Jobs – Interpersonal Skills Rewarded – Intuitive Skills Rewarded – Social Rewards Valued

43. Masculinity-Femininity (M/F) Masculinity/femininity: Country examples and organizational implications

44. Long-Term Orientation (LTO) Originally called Confucian Dynamism because of anchoring in the Confucian value system. Represents such values as thrift, persistence, and traditional respect of social obligations. Organizations likely to adopt longer planning horizon, with individuals ready to delay gratification.

45. Long-Term Orientation (LTO) Country scores on long-term orientation)