PART I: Introduction
Chapter 2
The Management Environment
Copyright 2005 Prentice Hall, Inc. All rights reserved.
PowerPoint Presentation by Charlie Cook The University of West Alabama
The Changing Economy
Agriculture
Until the late nineteenth century, all economies were agrarian.
Industrialization
From the late 1800s until the 1960s, most developed countries moved from agrarian societies to industrial societies.
Information
Information technology is transforming society from its manufacturing focus to one of service.
Copyright 2005 Prentice Hall, Inc. All rights reserved. 22
A Global Marketplace
Global village
The concept of a boundaryless world; the production and marketing of goods and services worldwide.
Borderless organization
A management structure in which internal arrangements that impose artificial geographic barriers are broken down
Copyright 2005 Prentice Hall, Inc. All rights reserved.
23
Global Competition
Multinational corporations (MNCs)
Companies that maintain significant operations in two or more countries simultaneously but are based in one home country.
Transnational corporation (TNC)
A company that maintains significant operations in more than one country simultaneously and decentralizes decision making in each operation to the local country.
Strategic alliances
A domestic firm and a foreign firm share the cost of developing products or building production facilities in a foreign country.
Copyright 2005 Prentice Hall, Inc. All rights reserved.
24
Globalizations Effect On Managers
Parochialism
A narrow focus in which one sees things solely through ones own view and from ones own perspective
Hofstedes framework for assessing cultures:
Power distance Individualism versus collectivism Quantity of life versus quality of life Uncertainty avoidance Long-term versus short-term orientation
Copyright 2005 Prentice Hall, Inc. All rights reserved. 25
Global Leadership and Organizational Behavior Effectiveness (GLOBE)
An ongoing cross-cultural investigation of leadership and national culture
Confirms and extends Hofstedes earlier work on national cultural dimensions and leadership. Also found that the strength of cultural dimensions appear to be changing.
Cultural Dimensions
Assertiveness Future orientation Gender differentiation Uncertainty avoidance Power distance Individualism/Collectivism In-group collectivism
Performance orientation
Humane orientation
Copyright 2005 Prentice Hall, Inc. All rights reserved.
26
Emphasis on Technology
Technology
Any equipment, tools, or operating methods that are designed to make work more efficient
Information Technology (IT)
Benefits of IT
Cost
savings (e.g., inventory control) Freedom from fixed locations for operations
Challenges
Increased
worker skill requirements A leveling of the competitive playing field that increases competition
Copyright 2005 Prentice Hall, Inc. All rights reserved. 27
In What Ways Does Technology Alter A Managers Job?
Effectiveness and efficiency
Managers have access to more complete and accurate information than before, enabling them to function as better managers.
Place
Telecommuting: the linking of a workers computer and modem with those of co-workers and management at an office.
Copyright 2005 Prentice Hall, Inc. All rights reserved. 28
Internet Business Terms
E-commerce
Any computer transaction that occurs when data are processed and transmitted over the Internet
E-organization
The applications of e-business concepts offered to stakeholders.
E-business
The full breadth of activities included in a successful Internet-based enterprise
Copyright 2005 Prentice Hall, Inc. All rights reserved. 29
Societys Expectations of Business
Social obligation
The obligation of a business to meet its economic and legal responsibilities and no more.
Social responsiveness
The ability of a firm to adapt to changing societal conditions.
Social responsibility
A firms obligation, beyond that required by the law and economics, to pursue long-term goals that are beneficial to society.
Copyright 2005 Prentice Hall, Inc. All rights reserved.
210
Ethics and Business
Ethics
A set of rules or principles that defines right and wrong conduct. (Utilitarian view; Rights view; Theory of justice view)
Code of ethics
A formal document that states an organizations primary values and the ethical rules it expects managers and operatives to follow
Copyright 2005 Prentice Hall, Inc. All rights reserved.
211
Diversity and the Workforce of 2010
Increasing workforce diversity
More variation in the background of organizational members in terms of gender, race, age, sexual orientation, and ethnicity
Characteristics of the future workforce
More heterogeneous/diverse Increasingly older More multicultural
Diversity will require more managerial sensitivity to individual differences.
Copyright 2005 Prentice Hall, Inc. All rights reserved.
212
Flexible Workforces
Core employees
The small group of full-time employees of an organization who provide some essential job tasks for the organization
Contingent workforce
Part-time, temporary, and contract workers who are available for hire on an as-needed basis
Copyright 2005 Prentice Hall, Inc. All rights reserved.
213
Labor Supply and Demand Adjustments
Downsizing
An activity in an organization designed to create a more efficient operation through extensive layoffs
Rightsizing
Linking staffing levels to organizational goals
Outsourcing
An organizations use of outside firms for providing necessary products and services
Copyright 2005 Prentice Hall, Inc. All rights reserved. 214
Is There a Pending Labor Shortage in the United States?
2010 U.S. Labor Shortage
Fewer available workers
Retiring baby boomers Immigration restrictions
Implication for managers
More sophisticated recruitment and retention strategies
Copyright 2005 Prentice Hall, Inc. All rights reserved.
215
What Is Entrepreneurship?
Entrepreneurship
The process of initiating a business venture, organizing the necessary resources, and assuming the risks and rewards
Steps in the entrepreneurial process
Exploring the entrepreneurial context. Identifying opportunities and competitive advantages Starting the venture. Managing the venture
Copyright 2005 Prentice Hall, Inc. All rights reserved. 216
What Do Entrepreneurs Do?
No two entrepreneurs are exactly alike
They are creating something new, something different. Theyre searching for change, responding to it, and exploiting it.
Intrapreneur
A persons within an organization who demonstrates entrepreneurial characteristicshas confidence in his or her abilities, is willing to seize opportunities for change, and expects surprises and capitalizes on them.
Copyright 2005 Prentice Hall, Inc. All rights reserved.
217
Making a Companys Culture More Customer-responsive
Actions that create employees with the competence, ability, and willingness to solve customer problems as they arise:
Selection: hiring the right personalities and attitudes Training: developing the customer-focus employees
Organizing: creating customer-friendly controls
Empowerment: independence in relating to customers Leadership: commitment to the customer-focus vision Evaluation: performance measured by behaviors Rewards: contingent on outstanding customer service
218
Copyright 2005 Prentice Hall, Inc. All rights reserved.
Increased Concern for Quality
Continuous improvement
Organizational commitment to constantly improving the quality of a product or service
Joseph
Juran W. Edwards Deming
Kaizen: the Japanese term for an organization committed to continuous improvement
Work process engineering
Radical or quantum change in an organization
Copyright 2005 Prentice Hall, Inc. All rights reserved. 219
