Management-Leading & Collaborating in a Competitive World–Chapter 2
organizations that are affected by, and that affect, their environment.
Goods and services organizations take in to create products or services.
The products and services organizations create.
All relevant forces outside a firm’s boundaries, such as competitors, customers, the government, and the economy.
The immediate environment surrounding a firm; includes suppliers, customers, rivals, and the like.
The general environment; includes governments, economic conditions, and other fundamental factors that generally affect all organizations.
Measures of various characteristics of the people who make up groups or other social units.
barriers to entry
Conditions that prevent new companies from entering an industry.
Fixed cost buyers face when they change suppliers.
supply chain management
The managing of the network of facilities and people that obtain materials from outside the organization, transform them into products, and distribute them to customers.
Those who purchase products in their final form.
A customer who purchases raw materials or wholesale products before selling them to final customers.
Lack of information needed to understand or predict the future.
Searching for and sorting through information about the environment.
Information that helps managers determine how to compete better.
A narrative that describes a particular set of future conditions.
Method for predicting how variables will change the future.
The process of comparing an organization’s practices and technologies with those of other companies.
The process of sharing power with employees, thereby enhancing their confidence in their ability to preform their jobs and their belief that they are influential contributors to the organization
creating supplies of excess resources in case of unpredictable needs.
leveling normal fluctuations at the boundaries of the environment.
methods for adapting the technical core the changes in the environment.
strategies that an organization acting on its own uses to change some aspect of it’s current environment.
strategies used by two or more organizations together to manage the environment.
an organization’s conscious efforts to change the boundaries of its task environment.
entering a new market or industry with an existing enterprise.
a firm’s investment in a different product, business, or geographic area.
one or more companies combining with another.
one firm buying another.
a firm selling one or more business.
companies that continually change the boundaries for their task environments by seeking new products and markets, diversifying and merging , or acquiring new enterprises.
companies that stay within a stable product domain as a strategic maneuver.
the set of important assumptions about the organization and its goals and practices that members of the company share.
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