...Task and General Environment TASK ENVIRONMENT: It is a kind of external environment.It is closer to the organization and includes the sectors that conduct day-to-day transactions with the organization and directly influence its basic organization and performance. GENERAL AND TASK ENVIRONMENT: You can distinguish between the differences of the general environment and the task environment as although they have similar features in business they are not the same. This is because the general environment can affect anyone in an industry, whereas the task environment also includes sectors that the organization interacts directly to make a direct impact on the organization's capability to reach its goals through its operations and performance. This task environment normally includes the industry, competitors and the customers, while it sometimes includes techniques of production, suppliers, raw materials and market sectors. Some organizations will also have human resources and the international sector as part of this environment. It is where a company operates within the second sub environment that actually lies outside of the business. It is affected by the variables in the market environment and these affect the business, making it important for the management to react on opportunities and pressure in the market environment; whereas the general environment is the layer of the external environment that will only affect the organization indirectly. It is the one...
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...According to Kuhn the development of a science is not uniform but has alternating ‘normal’ and ‘revolutionary’ (or ‘extraordinary’) phases. The revolutionary phases are not merely periods of accelerated progress, but differ qualitatively from normal science. Normal science does resemble the standard cumulative picture of scientific progress, on the surface at least. Kuhn describes normal science as ‘puzzle-solving’ (1962/1970a, 35–42). While this term suggests that normal science is not dramatic, its main purpose is to convey the idea that like someone doing a crossword puzzle or a chess problem or a jigsaw, the puzzle-solver expects to have a reasonable chance of solving the puzzle, that his doing so will depend mainly on his own ability, and that the puzzle itself and its methods of solution will have a high degree of familiarity. A puzzle-solver is not entering completely uncharted territory. Because its puzzles and their solutions are familiar and relatively straightforward, normal science can expect to accumulate a growing stock of puzzle-solutions. Revolutionary science, however, is not cumulative in that, according to Kuhn, scientific revolutions involve a revision to existing scientific belief or practice (1962/1970a, 92). Not all the achievements of the preceding period of normal science are preserved in a revolution, and indeed a later period of science may find itself without an explanation for a phenomenon that in an earlier period was held to be successfully explained...
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...------------------------------------------------- Chapter 2—The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis TRUE/FALSE 1. The health-related concerns in the general environment facing Philip Morris International are part of the physical segment. ANS: F PTS: 1 DIF: Medium REF: 36 OBJ: 02-01 TYPE: comprehension NOT: AACSB: Ethical & Legal understanding | Management: Ethical Responsibilities | Dierdorff & Rubin: Managing the task environment 2. The external environment facing business stays relatively constant over time. ANS: F PTS: 1 DIF: Easy REF: 34-35 OBJ: 02-01 TYPE: comprehension NOT: AACSB: Business Knowledge & Analytical Skills | Management: Environmental Influence | Dierdorff & Rubin: Managing the task environment 3. Demographic, economic, political/legal, sociocultural, technological, global, and physical are the seven elements comprising the industry environment. ANS: F PTS: 1 DIF: Hard REF: 38 (Table 2.1) OBJ: 02-02 TYPE: knowledge NOT: AACSB: Business Knowledge & Analytical Skills | Management: Environmental Influence | Dierdorff & Rubin: Managing the task environment 4. Firms can directly control the elements of the seven segments of the general environment. ANS: F PTS: 1 DIF: Easy REF: 37 OBJ: 02-01 TYPE: comprehension NOT: AACSB: Business Knowledge...
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...organization positions and organizes itself within an environment (inputs) to achieve specific outputs. The combination of design component elements is called a "strategic orientation." 4.2.1 Organization Environments and Inputs At the organization level of analysis, the external environment is the key input. Different types and dimensions of environment influence organisational responses to external forces. 4.2.1.1 Environmental Types There are two classes of environments: the general environment and the task environment. 4.2.1.1.1 General environment It consists of all external forces and elements that can influence an organization and affect its effectiveness. The environment can be described in terms of the amount of uncertainty present in social, technological, economic, ecological, and political/regulatory forces. Each of these forces can affect the organization in both direct and indirect ways. The general environment also can affect organizations indirectly by virtue of the linkages between external agents. 4.2.1.1.2 Task environment Michael Porter defines an organization's task environment by five forces: supplier power, buyer power, threats of substitutes, threats of entry, and rivalry among competitors. Dynamic environments change rapidly and unpredictably and suggest that the organization adopt a flexible strategic orientation. Dynamic environments are high in uncertainty compared to static environments that do not change frequently or dramatically. 4.2.1...
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...Table of Contents Introduction 2 External Environment: laying the foundations 2 Task Environment 3 General Environment 4 Non-Profit vs. For-Profit: perspectives on competition 5 Environment Characteristics 6 Opportunity or Threat? 8 Conclusion 8 References 10 Introduction “No organization can exist in a vacuum” (“Key forces in the external environment, Chapter 3”, n.d.). To a certain extent all types of organisations; whether private or public services, governmental bodies or charitable groups, are subject to and influenced by specific environmental factors. In this day and age with many existing classes of organisations utilising different approaches to management, there is a feasible assumption that a common change in the organisational environment may likely affect two separate organisations diversely. This response will identify how the environment directly impacts organisations, in relation to leadership roles and organisational performance. For the purpose of comparison, the point of focus will revolve around two major classes of organisations namely; ‘profitable’ verses ‘not-for-profit’ groups. The primary aim of this paper is to construct a foundational view of the external environment from a manager’s perspective. Theoretical key principles discussed will attempt to identify with the following statement - “In comparison to profitable groups; not-for-profit groups possess a different...
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...Chapter TWO THE ORGANIZATIONAL ENVIRONMENT CHAPTER CONTENTS Overview of the Chapter 2 Learning Objectives 2 Key Terms 2 Lecture Outline 3 Learning Objectives Revisited 9 Lecture Enhancers 10 Notes for Topics for Discussion and Action 12 Notes for Building Management Skills 16 Notes for Management For You 17 Notes for Small Group Breakout Exercise 17 Notes For Managing Ethically 19 Notes For Web Exercises 19 Notes for You’re the Management Consultant 19 Notes for Management Case 20 Notes for Management Case in the News from the pages of Business Week 21 Overview of the Chapter This chapter examines the organizational environment in detail. It identifies the principal forces—both task and general—that create pressure and influence management and thus affect the way organizations operate. It concludes with a study of several methods that managers can use to help organizations adjust and respond to forces in the organizational environment. Learning Objectives 1. Explain why being able to perceive, interpret, and respond appropriately to the organizational environment is crucial for managers’ success. 1. Identify the main forces in an organization’s general and task environments, and describe the challenges that each force presents to managers. 1. Discuss the main ways in which managers can manage the organizational environment. Key Terms barriers to entry brand loyalty command economy competitors customers demographic forces ...
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...External Environment Table of Contents Introduction 2 External Environment: laying the foundations 2 Task Environment 3 General Environment 4 Non-Profit vs. For-Profit: perspectives on competition 5 Environment Characteristics 6 Opportunity or Threat? 8 Conclusion 8 References 10 Introduction “No organization can exist in a vacuum” (“Key forces in the external environment, Chapter 3”, n.d.). To a certain extent all types of organisations; whether private or public services, governmental bodies or charitable groups, are subject to and influenced by specific environmental factors. In this day and age with many existing classes of organisations utilising different approaches to management, there is a feasible assumption that a common change in the organisational environment may likely affect two separate organisations diversely. This response will identify how the environment directly impacts organisations, in relation to leadership roles and organisational performance. For the purpose of comparison, the point of focus will revolve around two major classes of organisations namely; ‘profitable’ verses ‘not-for-profit’ groups. The primary aim of this paper is to construct a foundational view of the external environment from a manager’s perspective. Theoretical key principles discussed will attempt to identify with the following statement - “In comparison to profitable groups; not-for-profit groups possess a different degree of vulnerability...
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...global task and global general environments. The task environment is a set of forces and conditions that originate with suppliers, distributors, customers, and competitors and affect an organization’s ability to obtain inputs and dispose of its outputs because they influence managers daily. These forces have the most immediate and direct effect on managers because the pressure from them. The general environment includes the wide-ranging global, economic, technological, sociocultural, demographic, political, and legal forces that affect an organization and its task environment. Opportunities and threats resulting from changes in the general environment are often more difficult to identity and respond to than are events in the task environment. Changes in these forces can have major impacts on managers and their organization. LO6-3: Identify the main forces in the global task and general environments, and describe the challenges that each force presents to managers. Task Environments: 1) Suppliers- the individuals and organization that provide an organization with the input resources it needs to produce goods and services 2) Distributors- Organizations that help other organizations sell their goods or services to customers. 3) Customers- Individuals and groups that buy the goods and services an organization produces. 4) Competitors- Organizations that produce goods and services that are similar to a particular organization’s goods and services. General Environments:...
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...MAN3025 Summer B 2016 Ch 1-4 Test Chapter 1—Managing and the Manager's Job 1. The News Corporation, Smile Train, Delta Airlines and Gucci are all examples of a. bureaucracies. b. corporations. c. organizations. d. managerial hierarchies. e. centralized units of operation. 2. Which of the following is an example of an organization? a. The Department of Education b. Princeton University track team c. Starbucks d. Swoopo, online auction site e. All of these choices 3. Amy, Frank, Puz, and Tiaro started a Bible study group. They are engaged in a. starting a corporation. b. starting an organization. c. creating a managerial hierarchy. d. creating a bureaucracy. e. creating an organizational matrix. 4. All of the following are physical resources EXCEPT a. raw materials. b. a robotic welder. c. labor used in production. d. an inventory of finished goods. e. an office building. 5. In the National Football League, the players are a(n) ____ resource. a. physical b. financial c. human d. information e. intellectual 6. Managers use all of the following types of resources to achieve organizational goals EXCEPT a. international. b. physical. c. human. d. financial. e. information. 7. In the National Football League, the stadiums are a(n) ____ resource. a. international b. physical c. human d. financial e. information 1 8. In the National Football League, the ticket revenue is a(n) ____ resource. a. international b. physical c. human d. financial ...
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...SUMMARY CHAPTER 4 MANAGING IN GLOBAL ENVIRONMENT WHAT IS THE GLOBAL ENVIRONMENT? • Global organizations • Organizations that operate and compete in more than one country • Operating in the global environment is uncertain and unpredictable • Global environment • Set of global forces and conditions that operate beyond an organization’s boundaries but affect a manager’s ability to acquire and utilize resources • Task environment: Set of forces and conditions that originate with suppliers, distributors, customers, and competitors and affect an organization’s ability to obtain inputs and dispose of its outputs because they influence managers daily • General environment: Wide-ranging global, economic, technological, sociocultural, demographic, political, and legal forces that affect an organization and its task environment The Task Environment • Actions of suppliers, distributors, customers, and competitors: • Affect a manager’s ability to obtain resources and dispose of outputs • Have a significant impact on short-term decision making • Suppliers: Individuals and organizations that provide an organization with the input resources that it needs to produce goods and services • Raw materials, component parts, labor (employees) • Relationships with suppliers can be difficult due to materials shortages, unions, and lack of substitutes • Suppliers that are the sole source of a...
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...* The Organization and It's Environments: In order to achieve an organization goal it must understand the basic elements of its environment to properly maneuver among them. Specially, a key element in the effective management of an organization is determining the ideal alignment between the environment and the organization and then working to achieve and maintain that alignment. There can be two types of environment in an organization. These are – 1. External Environment 2. Internal Environment 1. External Environment: An external environment consists of two parts. It is everything outside of the organization boundaries that might affect it. It has two part which are given below – a. General Environment: General environment is the set of broad dimensions and forces in an organization's surroundings that create overall context. It’s not related with any other specific organization but its closely associated with economic, technological, sociocultural, political-legal and international dimensions of the organization. i. Economic Dimension: The economic dimension is the overall health and vitality of the economic system in which the organization operates. In this dimension economic functions are economic growth, inflation, interest rate and unemployment etc. ii. The Technological Dimension: At the technological dimension refers to the methods available for converting resources into products or services. iii. The Sociocultural...
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...Overview of Chapter This chapter examines the global environment and identifies the various forces emanating from it which managers must perceive, interpret, and respond to. These forces are divided into two categories, the global task/specific and the general. The chapter also discusses the forces behind the process of globalization and the challenges that today’s open trade environment present to managers. The chapter then closes with a discussion of national culture, its impact upon organizations, and a model to be used to compare various national cultures. Learning Objectives 1. Explain why the ability to perceive, interpret, and respond appropriately to the organizational environment is crucial for managerial success. (LO1) 2. Identify the main forces in both the global task and general environments and describe the challenges that each force presents to managers. (LO2) 3. Explain why the global environment is becoming more open and competitive and identify the forces behind the process of globalization that increase the opportunities, challenges and threats, and complexities that managers face. (LO3) 4. Discuss why national cultures differ and why it is important that managers be sensitive to the effects of falling trade barriers and regional trade associations on the political and social systems of nations around the world. (LO 4) MANAGEMENT SNAPSHOT: NESTLE’S FOOD EMPIRE Nestle, a global organization, is headquartered in Vevey...
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...unfavorable for the effective use of job descriptions. 3. Do you think job description support or hinder the goal of learning organization approach? Group Discussion 1. Contingency theory is a class of behavioral theory that claims that there is no best way to organize a corporation, to lead a company, or to make decisions. Instead, the optimal course of action is contingent (dependent) upon the internal and external situation. Several contingency approaches were developed concurrently in the late 1960s. They suggested that previous theories such as Weber's bureaucracy and Taylor's scientific management had failed because they neglected that management style and organizational structure were influenced by various aspects of the environment: the contingency . CONTINGENCY THEORY (STRUCTURAL) Contingency theory states that the most effective organizational characteristics are those that fit the contingency variables. For instance, specialization in an organization produces highest performance when it fits the size of the organization, that is, the level of that contingency variable. Hence, highest performance results...
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...Model Assignment (Learner Extract) Issued September 2012 OCR Level 3 Cambridge Technicals in Health and Social Care Unit 1: developing effective communication in health & social care Please note: This OCR Cambridge model assignment may be used to provide evidence for the unit identified above. Alternatively, centres may ‘tailor’ or modify the assignment within permitted parameters (see Information for Teachers). It is the centre’s responsibility to ensure that any modifications made to this assignment allow learners to meet all the assessment criteria and provide sufficient opportunity for learners to demonstrate achievement across the full range of grades. The assessment criteria themselves must not be changed. The entry codes for these qualifications are: OCR Level 3 Cambridge Technical Certificate in Health and Social Care 5307 OCR Level 3 Cambridge Technical Introductory Diploma in Health and Social Care 5309 OCR Level 3 Cambridge Technical Subsidiary Diploma in Health and Social Care 5312 OCR Level 3 Cambridge Technicals Diploma in Health and Social Care 5315 OCR Level 3 Cambridge Technical Extended Diploma in Health and Social Care 5318 The Ofqual Unit Number for this unit is: Developing effective communication in health & social care R/600/8939 OCR model assignment remains live for the life of these qualifications. ALL THESE MATERIALS MAY BE PHOTOCOPIED. Any photocopying will be done under...
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...ALWAYS LEARNING B401 Assignment Business Environment PROFESSOR: Apoorva Chaudhry th SUBMISSION DATE: 4 May 2016 15100150 PEARSON COLLEGE LONDON BUSINESS & ENTERPRISE STUDENT – LEVEL 4 B401: Business Environment 15100150 Level 4 ALWAYS LEARNING 2 PEARSON B401: Business Environment 15100150 Level 4 B401 – Assignment ..................................................................................................................... 5 business environment .......................................................................................................................... 5 Task 1 ........................................................................................................................................... 5 part 1 ....................................................................................................................................................... 5 Part 2 ....................................................................................................................................................... 7 Part 3 ....................................................................................................................................................... 8 TASK 2 - Power Point Slides’ notes ..................................................................................................... 9 TASK 3 ..............................................................................................
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