企業(yè)文化和外部環(huán)境(英文版)(編輯修改稿)
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【文章內(nèi)容簡(jiǎn)介】 annels Return 25 169。 2023 Prentice Hall, Inc. All rights reserved. * Threat of Substitute Products Return 26 169。 2023 Prentice Hall, Inc. All rights reserved. * Power of Suppliers ? Suppliers provide the resources needed for production ? Organization are at a disadvantage if they bee overly dependent on any powerful supplier ? Switching costs are fixed costs buyers face if they change suppliers ? Supply chain management is the process of managing the entire work of facilities and people that obtain raw materials from outside the anization, transform them into products, and distribute them to customers Return 27 169。 2023 Prentice Hall, Inc. All rights reserved. * Power of Customers ? Customers purchase the products or services an anization offers ? Final consumers are those individuals that purchase products in their finished form ? Intermediate consumers are individuals who purchase raw materials or wholesale products before selling them to final customers ? Customers can demand lower prices, higher quality, unique product specifications, or better service ? Customers are powerful if they make large purchases or if they can easily find alternative places to buy Return 28 169。 2023 Prentice Hall, Inc. All rights reserved. * Stakeholder Relationships ? Stakeholders ?Any constituencies in the anization’s environment that are affected by the anization’s decisions and actions ? Why Manage Stakeholder Relationships? ?It can lead to improved anizational performance. ?It’s the ―right‖ thing to do given the interdependence of the anization and its external stakeholders. 29 169。 2023 Prentice Hall, Inc. All rights reserved. * Managing Stakeholder Relationships 1. Identify the anization’s external stakeholders. 2. Determine the particular interests and concerns of the external stakeholders. 3. Decide how critical each external stakeholder is to the anization. 4. Determine how to manage each individual external stakeholder relationship. 30 169。 2023 Prentice Hall, Inc. All rights reserved. * Exhibit 3–12 Organizational Stakeholders 31 169。 2023 Prentice Hall, Inc. All rights reserved. * The Organization’s Culture ? Organizational Culture ?William Ouchi (日籍美國(guó)人 ) Z Theory ?Charles Handy(英國(guó)的 Drucker)。 32 169。 2023 Prentice Hall, Inc. All rights reserved. * The Organization’s Culture ? Organizational Culture ? A system of shared meanings and mon beliefs held by anizational members that determines, in a large degree, how they act towards each other. ? Deepset beliefs about the way work should be anized, the way authority should be exercised, people rewarded, people controlled. ? ―The way we do things around here.‖ ? Values, symbols, rituals, myths, and practices ? Implications: ? Culture is a perception. ? Culture is shared. ? Culture is descriptive. 33 169。 2023 Prentice Hall, Inc. All rights reserved. * The Organization’s Culture ?―The way we do things around here.‖ ? Values, symbols, rituals, myths, and practices ? What are the degrees of formalization required? ? How much planning and how far ahead? ? What bination of obedience and initiative is looked for in subordinates? ? Do work hours matter, or dress, or personal eccentricities? ? What about expense accounts, and secretaries, stock options and incentives? ? Do mittees control or individual? Are there rules and procedures or only results? 34 169。 2023 Prentice Hall, Inc. All rights reserved. * 企業(yè)文化的特征
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