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CS5_Manasan.docx

  1. 1. Pamantasan ng Cabuyao Katapatan Subdivision, Banay-banay, Cabuyao, Laguna Graduate School and Continuing Professional Education NERICA BARRIENTOS-MANASAN GS_MBA-01 Dr. Niño J. Viñas Case Study #5 A MODEL FOR ENTERPRISES’ ENVIRONMENTAL SCANNING Professor PhD Tudor NISTORESCU Assistant professor PhD Cătălin Mihail BARBU University of Craiova Abstract: Today’s environment determines companies to use scanning activities in order to seize the opportunities and to avoid the threats. Individual factors and organizational factors influence the scanning behavior. The examination of the environment can be presented in a model based on environment analyzability and organizational intrusiveness. Reference: http://www.mnmk.ro/documents/2006/2006-4.pdf
  2. 2. Pamantasan ng Cabuyao Katapatan Subdivision, Banay-banay, Cabuyao, Laguna Graduate School and Continuing Professional Education DIGESTED CASE STUDY Facts of the Study: Environmental scanning is influenced by a variety of factors. Many factors influence environmental scanning behavior, which can be divided into two categories: individual factors and organizational factors. Individual factors primarily concern attitudes toward information and exposure to information. The importance that the subject of information places on this activity is reflected in his or her attitude toward information. It entails managers' responsibility for environmental scanning as well as their communication skills. According to the findings of the studies, managers see environmental scanning as a combination of personal monitoring and information dissemination to colleagues. The frequency of contacts with well-informed people or sources with high potential is reflected in the exposure to information. The degree of openness of the organization determines information exposure: the activity performed by some enterprises provides more opportunities to interact with well-informed individuals. Furthermore, exposure varies depending on the function of the enterprise: the marketing vice-president receives more information than the financial vice-president or the administrative vice-president. The exposure to information also varies in accordance with information climate of the respective organization, which differs in rapport with the condition of access and utilization of information by the employees. Issues: The question is whether a formal process of environmental scanning leads to an improvement in the economic activities of enterprises. Many studies have found a direct link between the two elements. The scanning activity cannot have sound effects if it is carried out in isolation; the surveillance must be linked to the firm's strategy. A positive outcome is that this has resulted in a discussion forum between the members of the enterprises about the future.
  3. 3. Pamantasan ng Cabuyao Katapatan Subdivision, Banay-banay, Cabuyao, Laguna Graduate School and Continuing Professional Education The information obtained as a result of the scanning and analysis process is widely used in strategic planning activities by businesses and government agencies. Resolutions: Environment conditioned scanning occurs when a company considers the environment to be analyzable but has a passive attitude toward information gathering and environmental influence. The information requirement is made up of a small number of elements that are thought to be the most interesting for the firm. Internal and external sources are used to search for information, such as internal reports, databases, and sectoral analyses. The examination is limited in this case because it refers to searching documents, reports, publications, and informational systems that have appeared over time. Because the environment is thought to be known, the need for vagueness reduction is reduced. Regarding this examination, the results are based on prerequisites, so that the firm has several precise conceptions about the external environment that are accepted by all economic field participants. The decision-making process is frequently standardized: the vast majority of decisions are organized in accordance with previous standard results. Realizing an action course is a sequential process: the firm's management decides the direction, and if that direction does not work, it is changed. As a result, the firm's management approaches a new type of behavior and establishes new goals and methods.

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