In-Class Overheads

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					        In-Class Overheads

              Week #7




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        Internal Owners
         Board of Directors
          Employees
            Culture
             Physical




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                    S    O R
                        Model
        Stimulus      Organization      Response

        Cause      Intervening/Moderating   Effect
                         Variables




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                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)

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                  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?




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        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.

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        2. General Environment: Those
          nonspecific dimensions and forces in an
                    organization's surroundings that
          might affect its activities. Aspects
                    of the general environment
          indirectly impact organizations through
                    their task environment.

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        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.

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                       Case Guide
        Stimuli
          Eco-environment
          General Environment –(Indirect Influence)
              Economic
              Technological
              Political/Legal
              Socialcultural
              International



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                           Stimuli
        Task Environment (Direct Influence)
          Competitors
          Customers
          Suppliers
          Regulators
          Strategic Allies
          Labor Market
          Labor Unions
          External Owners

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                    Organization
        Internal Environment
          Owners (internal)
          Board of Directors
          Employees
          Organization Culture
          Physical Work Environ,ment


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



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              Social Responsibility
        Obstructionist Stance
        Defensive Stance
        Accommodative Stance
        Proactive Stance




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         Bull Run: Merrill Lynch in Japan
        PART I
          General Environment
          Task Environment
          Internal Environment
        PART II
          Responses
        PART III
          Social Responsibility

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                    Stimuli                                  Organization                             Response
    (Opportunities & Threats in External          (Strengths & Weaknesses Internal as             (What the firm did)
              Environment)                               Moderating Variables)
   *General               **Task                 Employees. Aggressive Americans        MTAA – Merrill acquired Yamaichi
   Environment -          Environment            Culture – Wanted to expand and bring   Securities.
   Political-Legal        **Competitors -        customer focused brokerage to Japan.
   Japanese               Yamaichi
   government             Securities went out
   introduced reforms     of business in
   making it easier for   November 1997.
   foreign firms to
   directly invest in
   Japan.
   *International –       **Competitors -        Employees – All former Yamaichi        Organizational Design - Merrill planned
   Business practices     Put sales target       brokers used to Japanese system.       to transform former Yamaichi brokers into
   are different in       first, accounts were   Culture – Merrill is commitment to     U.S-style financial advisors.
   Japan and in the       churned, made          clients and integrity.
   U.S.                   house calls to high-
                          income
                          households,
                          frequently covered
                          customer loses, and
                          required employees
                          to dress formally.




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                      Will Return

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




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posted:5/26/2012
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