《管理专业英语》课件CHAPTER-3

Chapter3ManagingEnvironmentalChange&InnovationChapter31TheChangingEnvironmentofOrganizationsandManagersAcertainamountofstabilityoftheenvironmentisessentialAdaptingtochangehelpsmanagersmeetorganizationalgoalsDealingsuccessfullywithchangecanincreaseefficiencyandeffectivenessTheChangingEnvironmentofOr2Environmentalfactorsplayamajorroleindetermininganorganization’ssuccessorfailureGeneralEnvironment:composedofthenonspecificelementsoftheorganization’ssurroundingsthatmightaffecttheactivitiesoftheorganization.Theeffectsofthesedimensionsontheorganizationarebroadandgradual.Taskenvironment:Consistofspecificelementsoftheorganization’ssurroundingsthatareverylikelytoinfluencetheorganization(specifictoorganization,effectsarelikelytobedirect)Environmentalfactorsplayam3《管理专业英语》课件CHAPTER-34《管理专业英语》课件CHAPTER-35NewEconomyNationalbordersnolongerdefineanorganization’soperatingboundariesTechnologyopensuporganizationsandmakesinformationmoreaccessibleJobopportunitiesareforknowledgeworkersPopulationischaracterizedbyculturaldiversityBusinessacceptsitsocialresponsibilitiesEconomyisdrivenbysmallentrepreneurialfirmsCustomerneedsdrivebusinessNewEconomy6ThreeWavesChangedtheWorldFirstly,Agriculture.Untilthelatenineteenthcentury,alleconomieswereagrarian.Secondly,Industrialization.Fromthelate1800suntil1960s,mostdevelopedcountriesmovedfromagrariansocietiestoindustrialsocieties.Third,Information.InformationtechnologyistransformingsocietyfromitsmanufacturingfocustooneofserviceThreeWavesChangedtheWorld7TheOrganizationandItsEnvironment

Environmentisofcriticalimportancetothesuccessandfailureofanyorganization.Managersneedtohaveakeenunderstandingoftheirenvironment—howitaffectsthemandhowtheycanaffectitTheOrganizationandItsEnvir8Externalenvironment:theforcesandinstitutionsoutsidetheorganizationthepotentiallycanaffecttheorganization’sperformance.ItcomposesGeneralenvironmentandTaskenvironmentGeneralEnvironment:Everythingoutsideanorganization’sboundaries.TheoverallcontextofgeneralenvironmentareEconomic,Legal,Political,Socio-culture,international,andtechnicalforces.Broadeconomic,socio-cultural,political-legal,demographic,technological,andglobalconditionsthatmayaffecttheorganization.Externalenvironment:theforc9TechnologicalOwnersEmployeesPhysicalEnvironmentBoardofDirectorsCultureEconomicInternationalPolitical-legalSocioculturalSuppliersStrategicRegulatorsCompetitorsCustomersFigure3-1Organization’sGeneralEnvironmentDimensionsTechnologicalOwnersEconomicInt10DimensionsofGEAffectingOnOrganizationEconomicDimension:theoverallhealthandvitalityoftheeconomicsysteminwhichtheorganizationoperates;TechnologicalDimension:methodsthatavailableforconvertingresourcesintoproductsorservices;SocioculturalDimension:includesthecustoms,mores,values,anddemographiccharacteristicsofthesocietyinwhichtheorganizationfunctionsDimensionsofGEAffectingOn11Political—legalDimension:theextentofgovernmentregulationofbusinessandthegeneralrelationshipbetweenbusinessandgovernmentInternationalDimension:theextenttowhichtheorganizationisaffectedbybusinessinothercountriese.g.“ThegeneralenvironmentofMcDonald”onpp.34Political—legalDimension:the12TaskEnvironment(specificenvironment):composedofspecificgroupsandorganizationsthataffectthefirm,externalforcesthathaveadirectandimmediateimpactontheorganization.DimensionsofTaskEnvironmentCompetitors:seekingthesameresourcesastheorganizationCustomers:acquireanorganization’sproductsorresourcesSuppliers:provideresourcesfortheorg.Regulators:control,legislate,orinfluencetheorganization’spoliciesorpractice,andregulatoryagenciesorinterestgroups,strategicpartnerswhoareajointventureorpartnershipwiththeorganization.TaskEnvironment(specificenv13McDoonald’sMcDonad’sRegulators-FoodandDrugadministration-Securitiesandexchangecommission-EnvironmentalProtectionagencyStrategicPartners-Wal-MartDisneyForeignpartnersSuppliers-Coca-cola-Wholesalefoodprocessors-PackagingmanufacturersCustomers-Individualconsumers-InstitutionalcustomersCompetitors-BurgerKingDecosSubwayDairyQueenThetaskenvironmentofMcDonald

InternalEnvironmentTaskEnvironmentMcDoonald’sMcDonad’sRegulators14InternalEnvironmentTheinternalenvironmentareconditionsandStakeholdersforcespresentandatworkwithinanorganization.Organizationalstakeholders:thatareanyconstituenciesintheorganization’sexternalenvironmentthatareaffectedbytheorganization’sdecisionsandactions,andtheyarepeopleanorganizationsthataredirectlyaffectedbythebehaviorsofanorganizationthathaveastakeinitsperformance.InternalEnvironmentTheintern15StakeholdersConditionsandForcesOwners,whoarepersonswithlegalpropertyrighttobusiness;Boardofdirectors,electedbythestockholdersandarechargedwithoverseeingthegeneralmanagementofthefirmtoensurethatitisruninawaythatbestservesthestockholders’interestEmployees,whoworkforthefirmandhaveavestedinterestinitscontinuedoperationandexistencePhysicalworkenvironment:theactualphysicalenvironmentoftheorganizationandtheworkthatpeopledo.StakeholdersConditionsandFo16WhyShouldWeManagingStakeholderRelationship?Managingitcanleadtoimprovedorganizationalperformance;It’sthe“right”thingtodogiventheinterdependenceoftheorganizationanditsexternalstakeholdersItcanidentifytheorganization’sexternalstakeholders,TodeterminetheparticularinterestandconcernsoftheexternalstakeholdersDecidehowcriticaleachexternalstakeholderistotheorganizationDeterminehowtomanageeachindividualexternalstakeholderrelationshipWhyShouldWeManagingStakeho17HowEnvironmentsaffectsorganizationsEnvironmentchangeoccursintwoways:ThedegreetowhichchangeinenvironmentisoccurringThedegreeofhomogeneityorcomplexityoftheenvironmentHowEnvironmentsaffectsorgan18OrganizationCustomersUnionsSocialandPoliticalActionGroupsShareholdersCompetitorsCommunitiesTradeandIndustryAssociationSuppliersGovernmentsMediaEmployeesFigure3-2TheStakeholdersofanOrganizationOrganizationCustomersUnionsSoc19EnvironmentUncertainty:Adrivingforcethatinfluencesorganizationaldecisions.Inotherwords,theextenttowhichmanagershaveknowledgeofandareabletopredictchangetheirorganization’sexternalenvironmentisaffectedbycomplexityoftheenvironment(thenumberofcomponentsinanorganization’sexternalenvironment),andthedegreeofchangeinenvironmentcomponents(Howdynamicorstabletheexternalenvironmentis)EnvironmentUncertainty:Adri20EnvironmentalUncertaintyMatrixCell(simple,stable)Stableandpredictableenvironment:fewcomponentsinenvironment,componentsaresomewhatsimilarandremainbasicallythesame,minimalneedforsophisticatedknowledgeofcomponents.Cell(Simple,Dynamic)Dynamicandunpredictableenvironment:fewcomponentsinenvironment,componentsaresomewhatsimilarbutareincontinualprocessofchange,minimalneedforsophisticatedknowledgeofcomponents.EnvironmentalUncertaintyMatr21Cell(Complex,Stable)Stableandpredictableenvironment:manycomponentsarethereintheenvironment,componentsarenotsimilartooneanotherandremainbasicallythesame,andhighneedforsophisticatedknowledgeofcomponents.Cell(Complex,Dynamic)Dynamicandunpredictableenvironment:manycomponentsinenvironment,componentsarenotsimilartooneanotherandareincontinualprocessofchange,andhighneedforsophisticatedknowledgeofcomponentsCell(Complex,Stable)22ModerateUncertaintyLeastUncertaintyMostUncertaintyModerateUncertaintyDegreeofChangeDynamicStableComplexSimpleFigure3-3EnvironmentChange,Complexity,andUncertaintyModerateUncertaintyLeastUnce23HowOrganizationsRespondtoTheirEnvironmentCansetaboundaryspannertoaccumulateinformationthroughcontactoutsideoftheorganization.Environmentscanningistheprocessofmonitoringtheenvironment.Establishinformationsummarizesystemanddeliverinformationinaformthatpertinenttoamanager’sneedsHowOrganizationsRespondtoT24ThroughStrategicresponsetomaintainthestatusquo,alteringthecurrentstrategy,oradoptinganewstrategy.Ifnecessary,firmscancombine,purchase,orformnewbusinesspartnershiporalliancewithanotherfirm.OrganizationcanincorporateflexibilityinitsstructuraldesigntoadapttoitsenvironmentalconditionAndalsocanchangethenatureofthecompetitiveconditionsinitsenvironmenttosuititsneeds.Throughpursuingneworchangedrelationshipwithsuppliers,customers,andregulatorscanaltertheorganization’senvironmentinawaythatfavorstheorganization.ThroughStrategicresponseto25TheEnvironmentandOrganizationalEffectiveness

Systemsresourceapproach:AcquiringtheresourcesneededfromtheenvironmentInternalprocessesapproach:Combiningtheresourcesattainedfromenvironmentinanefficientandproductivemanner–focusesontransformationprocesses(productionefficiencies)Goalapproach:Facilitatestheattainmentoforganizationalgoals—focusesonoutputs

TheEnvironmentandOrganizati26Strategicconstituenciesapproach:Satisfythestrategicconstituentsintheenvironment—focusesonfeedback(satisfyingstakeholders)Combinedapproach:tomakeiteasiertoacquirefutureresourcefromtheenvironment.OrganizationalEffectivenessrequiresthattheorganizationisdoagoodjobofprocuringresources,managingthemproperly,achievingitsgoals,andsatisfyingitsconstituencies.P.41-TheModelofOrganizationalEffectivenessStrategicconstituenciesappro27LevelofInternationalBusinessActivityDomesticBusiness:theymostlyacquireallofitsresourcesandsellalloftheirproductsorserviceswithinasinglecountry.InternationalBusiness:theynormallybasedinasinglecountry,yetacquireameaningfulshareofitsresourcesand/orrevenuesfromothercountries.LevelofInternationalBusines28MultinationalCorporate(MNC):thebusinesshavetranscendednationalboundariesandbuysrawmaterials,finance,andmanufacturesandsellstheirproductsandservicesinaworld-widemarketplaceGlobalBusiness:thebusinessthathavetranscendednationalboundariesandarenotcommittedtoasinglehomecountryMultinationalCorporate(MNC):29LevelofInternationalBusinessActivityLowestHighestDomesticBusinessInternationalBusinessMultinationalBusinessGlobalBusinessFigure3-3LevelofInternationalBusinessActivityLevelofInternationalBusines30Organizations’GlobalPerspectiveEthnocentric:Istheparochialisticbeliefthatthebestworkapproachesandpracticesarethoseofthehomecountry;Polycentric:theattitudeviewthatthemanagersinthehostcountryknowthebestworkapproachesandpracticesforrunningtheirbusiness;Geocentric:isaworld-orientedviewthatfocusesonusingthebestapproachesandpeoplefromaroundtheglobeView:Figurev3-12onpage43Organizations’GlobalPerspect31OrganizationalDesignDifferencesThefollowingfactorsshouldbeconsidered:Thecomplexityoftheorganization;Authority,decisionmaking,evaluationandcontrolissuesaredifferent;Rewardsandpunishmentaredifferent;Identificationoftheorganizationdifference;Recruiting,Staffing,andDevelopmentofHR.OrganizationalDesignDifferen32TypesofGlobalOrganizationsTNC=TransnationalCorporationThebusinessthatmaintainssignificantoperationinmorethanonecountrysimultaneouslyanddecentralizesdecisionmakingineachoperationtothelocalcountryMNC=MultinationalCorporationThecorporatethathassignificantoperationsintwoormorecountriessimultaneouslybutmanagestheoperationsfromabasehomecountryTypesofGlobalOrganizationsT33TheInternationalEnvironmentforGlobalorganizationsEconomicsystemsmaydifferentPoliticalstructuresarevariableLegalcomplexitiesLocalcustomsandbeliefsEducationallevelsaredifferentManagementattitudesarevariableLanguagebarriersCulturaldifferencesTheInternationalEnvironment34TheStagesofGlobalizationStageIExportingIndirectExportingDirectExportingStageIIContractingHiringForeignAgenciesEstablishContractors/PartnersrelationshipLicensingandFranchisingStageIIIInvestingBuildingForeignsubsidiariesPurchasingandmergingDirectinvestmentViewpp45“howbusinessgoglobal”TheStagesofGlobalizationSta35TheProsandConsofDifferentmethodsEnterintoForeignMarketImportingandExportingPros:(1)smallcashoutlay;(2)Lowrisks;(3)NoadaptationnecessaryonitsproductsCons:(1)Hightariffsandtaxes;(2)Highfreightcosts;(3)Governmentrestrictions/None-tariffsbarriers.TheProsandConsofDifferent362.LicensingandFranchisingPros:Increasedprofitability;Extendedprofitability;AvailableforinvestigationCons:InflexibilityNorightsonmanagementHelpscompetitors2.LicensingandFranchising373.StrategicAllianceandJointVentureAdvantages:QuickmarketentryShareriskswithpartnersAccesstomaterialsandtechnologyEasytobeacceptedbyforeigncustomersDisadvantages:Maylosecorecompetition/technologySharedownershipLimitedcontrolonmanagementMayhelpforeigncompetitors3.StrategicAllianceandJoin384.DirectInvestmentAdvantages:EnhancedcontrolonoperatingandmanagementExistinginfrastructureRightstoreceiveanddistributetheprofitsDisadvantages:MostcomplexityLong-termtogetreturnsThehighestrisksGreateruncertainty4.DirectInvestment39ChallengesinManagingGlobalEnvironmentPolitical/LegalE