OrganizationalCultureandEnvironment:

TheConstraints?2007PrenticeHall,Inc.

Allrightsreserved.TheManager:OmnipotentorSymbolic?OmnipotentViewofManagementManagersaredirectlyresponsibleforanorganization’ssuccessorfailure.Thequalityoftheorganizationisdeterminedbythequalityofitsmanagers.Managersareheldaccountable

foranorganization’sperformance

yetitisdifficulttoattribute

goodorpoorperformance

directlytotheirinfluence

ontheorganization.2?2007PrenticeHall,Inc.Allrightsreserved.*TheManager:OmnipotentorSymbolic?SymbolicViewofManagementMuchofanorganization’ssuccessorfailureisduetoexternalforcesoutsideofmanagers’control.Theabilityofmanagerstoaffectoutcomesisinfluencedandconstrainedbyexternalfactors.Theeconomy,customers,governmentalpolicies,competitors,industryconditions,

technology,andtheactionsof

previousmanagersManagerssymbolizecontroland

influencethroughtheiraction.3?2007PrenticeHall,Inc.Allrightsreserved.*Exhibit3–1 ParametersofManagerialDiscretion4?2007PrenticeHall,Inc.Allrightsreserved.*企業外部環境5?2007PrenticeHall,Inc.Allrightsreserved.*IntroductionandReviewOrganizationsareopensystemsOrganizationsaffectandareaffectedbytheexternalenvironmentTheexternalenvironmenthastwocomponentsMacro-EnvironmentCompetitiveEnvironment美國人、法國人、猶太人6?2007PrenticeHall,Inc.Allrightsreserved.*TheMacroenvironmentThemostgeneralelementsintheexternalenvironmentthatpotentiallycaninfluencestrategicdecisionsTopexecutivesmustconsiderexternalfactorsbeforetakinganyaction7?2007PrenticeHall,Inc.Allrightsreserved.*HowtheEnvironmentAffectsManagersEnvironmentalUncertaintyTheextenttowhichmanagershaveknowledgeofandareabletopredictchangetheirorganization’sexternalenvironmentisaffectedby:Complexityoftheenvironment:thenumberofcomponentsinanorganization’sexternalenvironment.Degreeofchangeinenvironmentalcomponents:howdynamicorstabletheexternalenvironmentis.8?2007PrenticeHall,Inc.Allrightsreserved.*Exhibit3–11 EnvironmentalUncertaintyMatrix9?2007PrenticeHall,Inc.Allrightsreserved.*DefiningtheExternalEnvironmentExternalEnvironmentThosefactorsandforcesoutsidetheorganizationthataffecttheorganization’sperformance.ComponentsoftheExternalEnvironmentSpecificenvironment:externalforcesthathaveadirectandimmediateimpactontheorganization.Generalenvironment:broadeconomic,socio-cultural,political/legal,demographic,technological,andglobalconditionsthatmayaffecttheorganization.10?2007PrenticeHall,Inc.Allrightsreserved.*Exhibit3–9 TheExternalEnvironment11?2007PrenticeHall,Inc.Allrightsreserved.*ComponentsoftheMacroenvironmentLawsandPoliticsEconomyTechnologyDemographicsSocialValues12?2007PrenticeHall,Inc.Allrightsreserved.*TheCompetitiveEnvironmentAsmallerenvironmentthatincludesthespecificorganizationswithwhichtheorganizationinteractsIncludes:rivalryamongcurrentcompetitorsthreatofnewentrantsthreatofsubstitutespowerofsupplierspowerofcustomers13?2007PrenticeHall,Inc.Allrightsreserved.*EnvironmentalAnalysisManagersmustunderstandhowtheenvironmentaffectstheirorganizationItisdifficulttopredicthowcertaineventswillaffectboththeenvironmentandtheorganizationwhichcreatesuncertainty14?2007PrenticeHall,Inc.Allrightsreserved.*EnvironmentalScanningSearchingandsortingthroughinformationabouttheenvironmentCommonlyaskedquestionsWhoareourcurrentcompetitorsAretherefewormanyentrybarrierstoourindustry?Whatsubstitutesexistforourproductorservice?Isthecompanytoodependentonpowerfulsuppliers?Isthecompanytoodependentonpowerfulcustomers?15?2007PrenticeHall,Inc.Allrightsreserved.*EnvironmentalScanning16?2007PrenticeHall,Inc.Allrightsreserved.*EnvironmentalScanningUsingenvironmentalscanninghelpsmanagersdevelopcompetitiveintelligence(informationthathelpsmanagersdeterminehowtocompetebetter)OthertoolsforenvironmentalscanningScenariodevelopmentForecastingBenchmarking17?2007PrenticeHall,Inc.Allrightsreserved.*RespondingtotheEnvironmentManagersmustrespondeffectivelytotheirenvironmentResponseoptionscanbegroupedintothreecategoriesAdaptingtotheenvironmentInfluencingtheenvironmentSelectanewenvironment陳阿土的故事18?2007PrenticeHall,Inc.Allrightsreserved.*AdaptingtotheEnvironmentCopingwithenvironmentalcomplexityOrganizationstendtoadaptbydecentralizingdecisionmakingCreatebuffersorutilizesmoothingtechniquesCopingwithdynamismintheenvironmentOrganizationstendtoestablishmoreflexiblestructuresCreateflexibleworkprocesses

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