1. The Environment and Corporate Culture
Chapter 3
The Environment and Corporate Culture

2. The External Environment
The elements of the world constantly change
The external organizational environment includes all outside elements that affect the organization
General environment:
Affects organizations indirectly

3. The External Environment
Task environment:
Sectors that conduct transactions with the organization
Organizational ecosystem:
Formed by the interaction among a community of organizations in the environment
Internal environment:
Elements within the organization boundaries

4. 3.1 - The General, Task, and Internal Environments

5. 3.2 Sample External Environment

6. General Environment: International
Managers must consider the international dimension
Events originating in foreign countries
New opportunities for U.S. companies in other countries
New competitors, suppliers, customers
New technological, social, and economic trends

7. Technological Massive advancements in a specific industry and society
Advances drive competition and help innovative companies gain market share

8. Demographic characteristics, norms, customs, and values
Sociocultural
Demographic characteristics, norms, customs, and values
Connected Generation or Generation Z has woven technology into every aspect of life
Widespread social equality
Growing diversity has implications for business

9. Economic Economic health of the country/region
Extended globally with uncertainty
Consumer purchasing power
Unemployment rate
Interest rates

10. Legal-Political Government regulation; state, local, and federal
Political activities
Government agencies and regulation
Managers work with lawmakers, educating them about
products and services
legislation’s impact on their business strategies

11. Natural Organizations must be sensitive to the environment
Growing importance and pressure
Natural dimension does not have own voice

12. Natural Environmental groups advocate action/policy Reduce pollution
Develop renewable energy
Global warming
Sustainable use of scarce resources

13. 3.3 Environmental Performance Index

14. Organization-Environment Relationship
The environment creates uncertainty for managers
Managers must respond and design adaptive organizations
Uncertainty – managers do not have sufficient information about environmental factors to understand and predict environmental needs and changes

15. 3.4 External Environment and Uncertainty

16. Adapting to the Environment
Boundary-spanning roles – link and coordinate the organization with external environment, seek:
Business intelligence
Big Data analytics
Interorganizational partnerships – reduce boundaries and begin collaborating with other organizations

17. Adapting to the Environment
Mergers – occurs when two or more organizations combine to become one
Joint ventures – strategic alliance or program by two or more organizations

18. 3.5 The Shift to a Partnership Paradigm

19. The Internal Environment: Corporate Culture
Corporate culture is the set of key values, beliefs, understandings, and norms that members of an organization share
Symbols
Stories
Heroes
Slogans
Ceremonies

20. 3.6 Levels of Corporate Culture

21. 3.7 Four Types of Corporate Culture

22. Shaping Corporate Culture for Innovative Response
Corporate culture plays a key role in learning and innovate responses to:
Threats from the external environment
Challenging new opportunities
Organizational crises

23. Managing the High-Performance Culture
Bottom-line strategies are successful in the short term
Successful companies balance culture and business performance
Culture is the “glue” that holds the organization together

24. High-Performance Culture
Based on solid organizational mission/purpose
Shared adaptive values that guide decisions and practices
Encourages individual employee ownership
Bottom-line results
Organization’s culture

25. 3.8 Combining Culture and Performance

26. Cultural Leadership
Defines and uses signals and symbols to influence corporate culture
Articulate a vision for the organizational culture that employees can believe in
Heeds the day-to-day activities that reinforce the cultural vision
Leaders communicate through words and actions