Textbook Notes (378,192)
CA (167,101)
Ryerson (11,569)
GMS (1,025)
GMS 200 (577)
Sui Sui (46)
Chapter 4

Chapter 4

7 Pages
60 Views

Department
Global Management Studies
Course Code
GMS 200
Professor
Sui Sui

This preview shows pages 1-2. Sign up to view the full 7 pages of the document.
Chapter 4/ Lecture 3
Organizational environments and cultures
1.What is the external environment of organizations?
What is competitive advantage?
oA core competency that clearly sets an organization apart from competitors and
gives it an advantage over them in the marketplace
oAllows an organization to deal with market and environmental forces better than
its competitors.
oProducts, pricing, customer service, cost efficiency, quality
The general environment of an organization; all conditions in the external
environment that form a background context for managerial decision making:
oEconomic (health)
oSocio-cultural
oLegal-Political
oTechnological
oNatural environment
The specifiic (task) environment includes important stakeholders such as:
oCustomers
oSuppliers
oCompetitors
oRegulators
oInvestors owners
Figure 4.1 STAKEHOLDER ANALYSIS OF VALUE CREATION FOR KEY
CONSTITUENCIES OF A BUSINESS FIRM: AN OPEN-SYSTEMS
APPROACH.
Environmental uncertainty : a lack of complete information about the environment
oComplexity
oRate of change
Figure 4.2 dimensions of uncertainty in organizational environments
2.What is a customer-driven organization:
www.notesolution.com
External and internal customers
What do customers want?
oHigh quality, low price, on time delivery and service
What are the key customer service lessons?
oProtect reputation for quality products
oTreat customers right
Figure 4.3
Customer relationship management: establishes and maintains high standards of
customer service in order to strategically build lasting relationships with and add
value to customers
Supply chain management: is the strategic management of all operations relating to
an organizations resource suppliers.
Case: Who makes the Apple iPod?
The company outsources the entire manufacture of the device. They
only do final assembly
What about the 451 parts that goes into the iPod?
Where are they made and by who?
oHard drive(HDD): China, Philippines
oHDD: inputs: China, Philippines, Japan, Thailand, Singapore
oFlash memory: Korea, china
oDisplay panels and modules: Japan
In 2006, apples stores 1,785; other retailers 3675; 3rd party online sales 650
3.What is a quality-driven organization?
Quality organizations understand and respond to customer expectations of quality
products and services
Total quality management (TQM)
www.notesolution.com

Loved by over 2.2 million students

Over 90% improved by at least one letter grade.

Leah — University of Toronto

OneClass has been such a huge help in my studies at UofT especially since I am a transfer student. OneClass is the study buddy I never had before and definitely gives me the extra push to get from a B to an A!

Leah — University of Toronto
Saarim — University of Michigan

Balancing social life With academics can be difficult, that is why I'm so glad that OneClass is out there where I can find the top notes for all of my classes. Now I can be the all-star student I want to be.

Saarim — University of Michigan
Jenna — University of Wisconsin

As a college student living on a college budget, I love how easy it is to earn gift cards just by submitting my notes.

Jenna — University of Wisconsin
Anne — University of California

OneClass has allowed me to catch up with my most difficult course! #lifesaver

Anne — University of California
Description
Chapter 4/ Lecture 3 Organizational environments and cultures 1. What is the external environment of organizations? • What is competitive advantage? o A core competency that clearly sets an organization apart from competitors and gives it an advantage over them in the marketplace o Allows an organization to deal with market and environmental forces better than its competitors. o Products, pricing, customer service, cost efficiency, quality… • The general environment of an organization; all conditions in the external environment that form a background context for managerial decision making: o Economic (health) o Technological o Socio-cultural o Natural environment o Legal-Political • The specifiic (task) environment includes important stakeholders such as: o Customers o Regulators o Suppliers o Investors owners o Competitors • Figure 4.1 STAKEHOLDER ANALYSIS OF VALUE CREATION FOR KEY CONSTITUENCIES OF A BUSINESS FIRM: AN OPEN-SYSTEMS APPROACH. • Environmental uncertainty : a lack of complete information about the environment o Complexity o Rate of change • Figure 4.2 dimensions of uncertainty in organizational environments 2. What is a customer-driven organization: www.notesolution.com • External and internal customers • What do customers want? o High quality, low price, on time delivery and service • What are the key customer service lessons? o Protect reputation for quality products o Treat customers right • Figure 4.3 • Customer relationship management: establishes and maintains high standards of customer service in order to strategically build lasting relationships with and add value to customers • Supply chain management: is the strategic management of all operations relating to an organization’s resource suppliers. • • Case: Who makes the Apple iPod? • The company outsources the entire manufacture of the device. They only do final assembly • What about the 451 parts that goes into the iPod? Where are they made and by who? o Hard drive(HDD): China, Philippines o HDD: inputs: China, Philippines, Japan, Thailand, Singapore o Flash memory: Korea, china o Display panels and modules: Japan rd • In 2006, apples stores 1,785; other retailers 3675; 3 party online sales 650 • • 3. What is a quality-driven organization? • Quality organizations understand and respond to customer expectations of quality products and services • Total quality management (TQM) www.notesolution.com o Quality principles are integral part of organizations strategic: continuous improvement and meeting customers’ needs (doing things right.. the first time) • Crosby’s “four absolutes” of management for total quality control: o Quality means conformance to standards; workers must know exactly what conformance standards they must meet o Quality comes from defect prevention, not defect correction; be proactive. o Quality as a performance standard must mean defect-free work o Quality saves money. • Quality and continuous improvement o W. Edwards Deming emphasized: Constant innovation Use of statistical methods Training in the fundamentals of quality assurance o Continuous improvement: involves always searching for new ways to improve work quality and performance. o Quality circles: small group of workers that meet periodically to discuss ways of improving the quality of products or services. • • • • Quality, technology, and design: o Lean production: uses technologies to streamline systems and allow work to be performed with fewer workers and smaller inventories o Flexible manufacturing: allows processes to be changes quickly and efficiently to produce different products or modifications to existing ones o Agile manufacturing/mass customization: organizations are able to make
More Less
Unlock Document


Only pages 1-2 are available for preview. Some parts have been intentionally blurred.

Unlock Document
You're Reading a Preview

Unlock to view full version

Unlock Document

Log In


OR

Don't have an account?

Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


OR

By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.


Submit