Management Lecture Ch 6_5th Ed

Management Lecture - CHAPTER SIX MANAGING THE GLOBAL ENVIRONMENT OVERVIEW OF CHAPTER This chapter examines the organizational environment It

Info iconThis preview shows pages 1–3. Sign up to view the full content.

View Full Document Right Arrow Icon
CHAPTER SIX MANAGING THE GLOBAL ENVIRONMENT OVERVIEW OF CHAPTER This chapter examines the organizational environment. It identifies and examines the various environmental forces that managers must perceive, interpret, and respond to. These forces are divided into two categories, the task/specific and the general. The chapter also discusses the changing face of the global environment, the major factors that have contributed to its change, and an examination of today’s open trade environment upon managers. The chapter then closes with a discussion of national culture, its impact upon organizations, and a model to be used to compare various national cultures. LEARNING OBJECTIVES 1. Explain why the ability to perceive, interpret, and respond appropriately to the organizational environment is crucial for managerial success. 2. Differentiate between the global task and global general environments. 3. Identify the main forces in a global organization’s task and general environments, and describe the challenges that each environment presents to managers. 4. Explain why the global environment is becoming more open and competitive, and why barriers to the global transfer of goods and services are falling. 5. Discuss why national cultures differ and why it is important that managers be sensitive to the effects of falling trade barriers and regional trade associations around the world. A MANAGER’S CHALLENGE: IKEA IS ON TOP OF THE WORLD IKEA is the largest furniture chain in the world with over 231 stores in 33 countries. This Swedish multinational’s success is due to its ability to provide the average customer with well-designed, well made contemporary furniture at an affordable price. The origins of IKEA’s global approach derive from the personal values and beliefs of its founder, who is very frugal and expects the same of his employees. Employees adopt to IKEA’s global culture by performing jobs at the bottom of the ladder as they are quickly trained to perform all the various jobs involved in store operations. Regardless of the country in which they are operating, everyone wears informal clothes. There are no marks of status, such as executive dining rooms or private parking places. Employees believe that if they buy into IKEA’s work values and behave in ways that keep its growing global operations streamlined and efficient, they will share in the company’s future success. LECTURE OUTLINE Jones, Contemporary Management, Fifth Edition 117
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
CHAPTER SIX MANAGING THE GLOBAL ENVIRONMENT I. THE GLOBAL ENVIRONMENT The global environment is a set of forces and conditions outside of the organization’s boundaries that affects the way it operates and shapes its behavior. These forces change over time and thus present managers with opportunities and threats. To identify opportunities or threats caused by forces in the environment, it helpful for
Background image of page 2
Image of page 3
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 11/07/2009 for the course MGT 3453 taught by Professor David during the Spring '09 term at Oklahoma State.

Page1 / 28

Management Lecture - CHAPTER SIX MANAGING THE GLOBAL ENVIRONMENT OVERVIEW OF CHAPTER This chapter examines the organizational environment It

This preview shows document pages 1 - 3. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online