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					In-Class Overheads

Session #7
October 15

   Course Withdrawal deadline.
From Last Week’s
Discussions
   Major forces affecting the org. –
    environ relationship (pp. 43-47 of
    CR).
     OK: Groups 2, 4, 5, 6 & 10
     Not OK : 3, 7, 8, 11, & 12.


       Groups 1 & 9 did not address so do
        not know if these groups understand.
From This week’s
discussions
Corporate governance

Retiree’s Health Benefits

Executive Compensation
            S    O R
                Model
Stimulus      Organization      Response

Cause      Intervening/Moderating   Effect
                 Variables
S-O-R Model in Case
Analyses
Stimuli
     Issues, aspects, and events in the
      firm’s environment
Organization
     The firm’s culture, employees,
      orientations, owners, and boards
Response
     Actions of the firm (Griffin
      Classifications)
                Stimuli                           Organization                   Response
 (Opportunities & Threats in External   (Strengths & Weaknesses Internal as   (What the firm did)
           Environment)                        Moderating Variables)
*General            **Task
Environment -       Environment
                    .




How socially responsible was the firm?______________________________________________________
Why did you classify this way?
Salient environmental factors are to
 be determined based upon the
 environment which existed for the firm
 during the time period of the case and
 written about in the case study. A
 salient factor is something the firm
 responded to or should have
 responded to.
2.   General Environment: Those
     nonspecific dimensions and forces in
     an organization's surroundings that
     might affect its activities.
3.   Aspects of the general environment
     indirectly impact organizations
     through their task environment.
3. Task Environment: Those specific
  factors and forces in an organization's
surroundings/environment that directly affect
  its activities.
  Examples: Demand, Price Sensitivity,
  Supply Availability, Market Structure,
  (monopoly, monopolistic competition,
  oligopoly, pure competition), Lawsuits,
  Strikes, Negative publicity, etc.
Case Guide
Stimuli
  Eco-environment
  General Environment –(Indirect Influence)
      Economic
      Technological
      Political/Legal
      Socialcultural
      International
Stimuli
Task Environment (Direct Influence)
  Competitors
  Customers
  Suppliers
  Regulators
  Strategic Allies
  Labor Market
  Labor Unions
  External Owners
Organization

Internal Environment
  Owners (internal)
  Board of Directors
  Employees
  Organization Culture
  Physical Work Environment
Responses

Information Management
Strategic Response
Mergers, Takeovers, Acquisitions &
  Alliances
Organization Design and Flexibility
Direct Influence of the Environment
Social Responsibility

Obstructionist Stance
Defensive Stance
Accommodative Stance
Proactive Stance
Bull Run: Merrill Lynch in
Japan
PART I
  General Environment
  Task Environment
  Internal Environment
PART II
  Responses
PART III
  Social Responsibility
Will Return


Plans a joint venture this time.
  with Mitsubishi Tokyo Financial Group

				
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posted:1/9/2012
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