Omnipotent view
The view that managers are directly responsible for an organization success or failure.
Symbolic View
The view that much of an organization's success or failure is due to external forces outside managers control.
External environment
Those factors and forces outside the organization that affect its performance.
Economic component
Encompasses factors such as, interest rates, inflation, changes in disposable income, stock Market fluctuations, and business cycles stages.
Demographic component
Is concerned with trends in populations characteristics such as , age, gender, education level, geographic location, income, and family composition.
Political/legal component
Looks at Federal, State, and local laws as well as global laws and laws of other countries. It also includes political conditions and stability.
Sociocultural component
cultural factors such as, values, attitudes, trends, traditions, lifestyles, beliefs, tastes, and patterns of behavior.
Technological component
Concerned with scientific or Industrial Innovations.
Environmental Uncertainty
The degree of change and complexity in an organization's environment.
Environment Complexity
The number of companies in an organization's environment and the extent of the organization's knowledge about those components.
Stakeholders
Are any constituencies in the organization's environment affected by an organization's decisions and actions
Culture
Influences the way employees act and interact with others.
Organizational culture
The share values, principles, traditions, and ways of doings things that influence the way organizational members act and that distinguish the organization from other organizations.
Perception
its not something that can be physically touched or see, but employees perceive it on the basis of what they experience within the organization.
Descriptive
Concerned with low members perceive the culture and describe it, not with weather they like it.
Shared aspect of culture
Individuals may have different backgrounds or work at different organizational level, they tend to describe the organizations cultural in similar terms.
Strong culture
Organizational culture in which the key values are intensely held and widely shared. Employees are more loyal. High organization performance.
Weak culture
Values limited to a few people usually top management. employees have little knowledge of company history.
Socialization
The process that help employees adapt to the organization culture.
Corporate rituals
Are repetitive sequences of activities that express and reinforce the important values and goals of the organization.
Material Artifact and symbols
When you walk Into different business do you get a feel for what type of work environment it is- formal, fun, serious, and so forth.
Language
Many organizations and units within organizations use language as a way to identify and unite members of a culture.
Workplace Spiritaulity
Its a culture in which organizational values promote a sense of purpose through meaningful work taking place in the context of community.
Parochialism
Viewing the world solely through your own perspectives, leading to an inability to recognize differences between people.
Ethnocentric attitude
The parochial belief that the best work approaches and practices are those of the home country.
Polycentric attitude
The view that the managers in the host country know the best work approaches and practices for running their business.
Geocentric attitude
A world- oriented view that focuses on using the best approaches and people from around the globe.
European Union (EU)
Is an economic and political partnership of 28 Democratic European countries.
North American Free Trade Agreement (NAFTA)
An agreement among the Mexican Canadian, and U.S. governments in which barriers to trade have been eliminated.