TAILIEUCHUNG - Lecture Essentials of contemporary management (6/e): Chapter 4 - Gareth R. Jones, Jennifer M. George

Chapter 4 - Managing in the global environment. After reading the material in this chapter, you should be able to: Explain why the ability to perceive, interpret, and respond appropriately to the organizational environment is crucial for managerial success; differentiate between the global task and global general environments; identify the main forces in both the global task and general environments, and describe the challenges that each force presents to managers;. | Managing in the Global Environment Chapter Four Learning Objectives LO4-1 Explain why the ability to perceive, interpret, and respond appropriately to the organizational environment is crucial for managerial success LO4-2 Differentiate between the global task and global general environments LO4-3 Identify the main forces in both the global task and general environments, and describe the challenges that each force presents to managers Learning Objectives LO4-4 Explain why the global environment is becoming more open and competitive and identify the forces behind the process of globalization that increase the opportunities, complexities, challenges, and threats that managers face LO4-5 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 on the political and social systems of nations around the world What is the Global Environment? Global Organizations Organizations that operate and compete in more than one country Uncertain and unpredictable Global Environment Set of global forces and conditions that operate beyond an organization’s boundaries but affect a manager’s ability to acquire and utilize resources Forces in the Global Environment Figure What is the Global Environment? Task Environment Set of forces and conditions that originate with suppliers, distributors, customers, and competitors and affect an organization’s ability to obtain inputs and dispose of its outputs because they influence managers daily What is the Global Environment? General environment the wide-ranging global, economic, technological, socio-cultural, demographic, political, and legal forces that affect an organization and its task environment The Task Environment Suppliers Individuals and organizations that provide an organization with the input resources that it needs to produce goods and services Raw materials, component parts, labor (employees) Global Outsourcing Global Outsourcing The purchase or production of inputs or final products from overseas suppliers to lower costs and improve product quality or design. The Task Environment Barriers to Entry Factors that make it difficult and costly for the organization to enter a particular task environment or industry Barriers to Entry Economies of scale Cost advantages associated with large operations Brand loyalty Customers’ preference for the products of organizations currently existing in the task environment Government regulations Barriers to Entry and Competition Figure The General Environment Technological Forces Outcomes of changes in the technology that managers use to design, produce, or distribute goods and services Sociocultural Forces Pressures emanating from the social structure of a country or society or from the national culture 13 Technology – the combination of skills and equipment that managers use in the design, production, and distribution of goods and services The Process of Globalization Globalization the set of specific and general forces that work together to integrate and connect economic, political, and social systems across countries, cultures, or geographical regions so that nations become increasingly interdependent and similar Hofstede’s Model of National Culture Figure

• Quản trị kinh doanh
• Contemporary management
• Lecture Essentials of contemporary management
• Environment of management
• Decision making
• Global environment
• Barriers to entry
• Technological forces
• Management process
• Organizational performance
• Modern management
• Leadership models
• Effective team management
• Friendship groups
• Information technology management
• Information systems
• Operations management
• Managing vital operations
• Personality traits
• Organizational culture
• Managing ethics
• Practical decision model
• Administrative model
• Group decision making
• Business level plan
• Business level strategy
• Designing organizational structure
• Divisional structures
• Organizational control
• Operating budgets
• Expectancy theory
• Need theories
• Managing human resources
• Human resource planning