Chapter 2—Organizational Environments and Cultures
16. Managers often do a poor job of identifying potential competitors.
17. Buyer dependence is the degree to which a company relies on a supplier because of the importance of the supplier's product to the company and the difficulty of finding other sources of that product.
18. A decrease in either buyer dependence or supplier dependence can lead to opportunistic behavior.
19. Advocacy groups are typically composed of concerned citizens who have a strong feeling about a common issue even though the members' viewpoints differ significantly.
20. The three techniques used by advocacy groups to influence companies are public communications, media advocacy, and product boycotts.
21. Advocacy groups cannot directly regulate organization practices.
22. Because external environments can be dynamic, confusing, and complex, managers use a three-step process to make sense of the changes in their external environments. Those steps are (1) environmental scanning, (2) interpreting environmental factors, and (3) acting on threats and opportunities.
23. Managers can make sense of their changing external environments by completing all three of the following steps: environmental scanning, interpreting environmental factors, and acting on threats and opportunities.
24. Organizational culture refers to the set of key values, beliefs, and attitudes shared by organizational members.
25. A primary source of organizational culture is the company founder.
26. After the company founders are gone, stories and heroes can help to sustain the founder's values, attitudes, and beliefs in the organizational culture.
27. Organizational heroes can be used to make sense of organizational events and changes.
28. Extensive research demonstrates clearly that organizational culture is strongly related to organizational success.
29. Successful organizational cultures seem to be based solely upon consistency (i.e., "strength" of the organizational culture).
30. The term behavioral multiplication refers to the process of having managers and employees perform new behaviors that are central to and symbolic of the new organizational culture that a company wants to create.
31. When used together, the combination of behavioral substitution, behavioral addition, and changing visible artifacts is extremely likely to achieve the desired changes in organizational culture.
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Solution: Chapter 2—Organizational Environments and Cultures