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Chapter4: The External Environment - Coggle Diagram
Chapter4: The External Environment
4.1 The Organization’s Environment
Task Environment
human resources sector
raw materials sector
the international sector
industry sector
market sector
General Environment
government sector
natural sector
sociocultural sector
economic conditions
technology sector
financial resources
International Environment
4.2 The Changing Environment
Complexity
Dynamism
Framework
4.3 Adapting to Complexity and Dynamism
Adding Positions and Departments
Building Relationships
buffering roles
Boundary-spanning roles
business intelligence
Intelligence teams: the newest wave of CI activities
Differentiation and Integration
the differences in cognitive and emotional orientations among managers in different functional departments, and the difference in formal structure among these departments.
Organic Versus Mechanistic Management Processes
Burns and Stalker called this a mechanistic organization system
Burns and Stalker used the term organic to characterize this type of organization
Planning, Forecasting, and Responsiveness
4.4 Framework for Adapting to Complexity and Dynamism
four levels of uncertainty
Low-moderate uncertainty
High-moderate uncertainty
Low uncertainty
High uncertainty
4.5 Dependence on Financial Resources
Resource dependence:
means that organizations depend on the environment but strive to acquire control over resources to minimize their dependence
4.6 Influencing Financial Resources
Establishing Formal Relationships
Lock in Key Players
Recruit Executives
Form Joint Ventures and Partnerships
Get Your Side of the Story Out
Acquire an Ownership Stake
Influencing Key Sectors
Unite with Others
Get Political
Change Where You Do Business
Don’t Fall into Illegitimate Activities
4.7 Organization–Environment Integrative Framework
organization–environment relationships
scarcity of valued resources
resource dependence
high complexity
high rate of change