Chapter 2: The Management Environment

External Environment
Factors, forces, situations, and events outside the organization that affect its performance
Omnipotent View of Management
The view that managers are directly responsible for an organization’s success or failure
Symbolic View of Management
The view that much of an organization’s success or failure is due to external forces outside manager’s control
The characteristics of a population used for purposes of social studies
Any equipment, tools, or operating methods that are designed to make work more efficient
Environment Uncertainty
The degree of change and complexity in an organization’s environment
Environmental Complexity
The number of components in an organization’s environment and the extent of knowledge that the organization has about those components
Any constituencies in an organization’s environment that are affected by that organization’s decisions and actions
Organizational Culture
The shared values, principles, traditions, and ways of doing things that influence the way organizational members act
Strong Cultures
Cultures in which the key values are deeply held and widely spread
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