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Lecture 2  Understanding Competitive Environment and  Organisational Culture Prepared by: ANS First Prepared on: 13-12-05 Last Modified on: xx-xx-xx Quality checked by: HKP Copyright 2004 Asia Pacific Institute of Information Technology Introduction to Management BM007-3-1-IMT
[object Object],[object Object],[object Object],[object Object],[object Object],Learning Outcomes
Definitions ,[object Object],[object Object],[object Object],[object Object]
Environment MEGA-ENVIRONMENT Labour Government Agencies Customers & Clients Supplier Competitors TASK ENVIRONMENT Technological Element Economic Element Legal-political Element Sociocultural Element International Element
Mega-Environment ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
UNDERSTANDING THE MACRO ENVIRONMENT USING A PESTEL ANALYSIS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Political  Economic  Socio-cultural Technological  ,[object Object],[object Object],[object Object],Legal
Technological Element ,[object Object],[object Object],[object Object]
Economic Element ,[object Object],[object Object],[object Object],[object Object]
Legal-Political Element ,[object Object],[object Object],[object Object]
Sociocultural Element ,[object Object],[object Object],[object Object]
International Element ,[object Object],[object Object],[object Object],[object Object]
The Macro Environment (pest) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],PESTLE
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],PESTLE
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],PESTLE
Task Environment ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Customers and Clients ,[object Object],[object Object],[object Object]
Competitors ,[object Object],[object Object],[object Object],[object Object]
Competitive Factors ,[object Object],[object Object],[object Object],[object Object],[object Object]
Labour Supply ,[object Object],[object Object],[object Object],[object Object]
The Task Environment ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
McDonald’s Task Environment
Managing Environmental Elements ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Internal Environment : Organisational Culture ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Manifestation of Organisational Culture ,[object Object],[object Object],[object Object]
Types of Cultures ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Visible Artifacts such as dress, office layout, symbols, slogans, ceremonies Invisible Expressed values such as “The Penney Idea,” “The H-P Way” Underlying assumptions and deep beliefs such as “people are lazy and can’t be trusted” Culture that can be seen at the surface level Deeper values and shared understandings held by organization members.
Corporate Culture ,[object Object],Virgin Group Copyright: Joshua2150, http://www.sxc.hu The Body Shop Copyright: fadaquiqa, http://www.sxc.hu McDonalds Copyright: alexallied http://www.sxc.hu Nike Copyright: alexbol http://www/sxc.hu
Levels of organizational culture—observable culture and core culture.
The Cultural Environment ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Environmental Challenges  of International Management International Management Functions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
QUESTIONS Slide   of 18
Review Questions ,[object Object],[object Object],[object Object],[object Object]
Follow up Assignment ,[object Object],[object Object],[object Object]
[object Object],[object Object],Next Session

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Chap2 Environment

  • 1. Lecture 2 Understanding Competitive Environment and Organisational Culture Prepared by: ANS First Prepared on: 13-12-05 Last Modified on: xx-xx-xx Quality checked by: HKP Copyright 2004 Asia Pacific Institute of Information Technology Introduction to Management BM007-3-1-IMT
  • 2.
  • 3.
  • 4. Environment MEGA-ENVIRONMENT Labour Government Agencies Customers & Clients Supplier Competitors TASK ENVIRONMENT Technological Element Economic Element Legal-political Element Sociocultural Element International Element
  • 5.
  • 6.
  • 7.
  • 8.
  • 9.
  • 10.
  • 11.
  • 12.
  • 13.
  • 14.
  • 15.
  • 16.
  • 17.
  • 18.
  • 19.
  • 20.
  • 21.
  • 23.
  • 24.
  • 25.
  • 26.
  • 27. Visible Artifacts such as dress, office layout, symbols, slogans, ceremonies Invisible Expressed values such as “The Penney Idea,” “The H-P Way” Underlying assumptions and deep beliefs such as “people are lazy and can’t be trusted” Culture that can be seen at the surface level Deeper values and shared understandings held by organization members.
  • 28.
  • 29. Levels of organizational culture—observable culture and core culture.
  • 30.
  • 31.
  • 33.
  • 34.
  • 35.

Notas del editor

  1. 9
  2. Here we have examples - the list can change depending on the project or focal problem (We should not read out every items on this list, the participants can take a better look at it themselves, because we will focus on our case study)
  3. 9
  4. 27