CH04-Managing In The Global Environment.pptx

CHAPTER FOUR MANAGING in the Global Environment Instructor: Ms. Rachelle Oliver Learning Objectives LO1 Explain why the ability to perceive, interpret, and respond appropriately to the organizational environment is crucial for managerial success LO2 Differentiate between the global task and global...

CHAPTER FOUR MANAGING in the Global Environment Instructor: Ms. Rachelle Oliver Learning Objectives LO1 Explain why the ability to perceive, interpret, and respond appropriately to the organizational environment is crucial for managerial success LO2 Differentiate between the global task and global general environments LO3 Identify the main forces in a global task and general environments, and describe the challenges that each force presents to managers 4-2 Learning Objectives LO4 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 LO5 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 4-3 What is the Global Environment? • Global Environment • Global – Set of global forces Organizations and conditions that – Organizations operate beyond an that operate and organization’s compete in more boundaries than one country – Affects a manager’s ability to acquire and utilize resources – Uncertain and unpredictable Any examples?? 4-4 Forces in the Global Environment Figure 4.1 4-5 What is the Global Environment? • Task Environment – Set of forces and conditions that originate with: Suppliers, Distributors, Customers & Competitors – Affects an organization’s ability to obtain inputs and dispose of its outputs – Influences managers on a daily basis 4-6 What is the Global Environment? • General Environment – The wide-ranging global forces that affect an organization and its task environment – Economic, Technological, Sociocultural, Demographic, Political and Legal forces 4-7 1-The Task Environment/Suppliers • Suppliers – Individuals and organizations that provide an organization with the input resources that it needs to produce goods and services – Provide raw materials, component parts, labor (employees) = inputs! 4-8 1-The Task Environment/Suppliers • Relationships with suppliers can be difficult – Material shortages, unions, lack of substitutes • Suppliers that are the only source of a critical item are in a strong position to raise prices • Managers can reduce these supplier effects by increasing the number of suppliers per input 4-9 Global Outsourcing • Global Outsourcing – Purchase of inputs from foreign suppliers or the production of inputs abroad to lower production costs and improve product quality or design 4-10 2-The Task Environment/Distributors • Distributors – Organizations that help other organizations sell their goods or services to customers • Powerful distributors can limit access to markets through its control of customers in those markets. 4-11 3-The Task Environment/Customers • Customers – Individuals and groups that buy the goods and services that an organization produces – Identifying an organization’s main customers and producing the goods and services they want is crucial to organizational and 4-12 4-The Task Environment/Competitors • Competitors – Organizations that produce goods and services that are similar to a particular organization’s goods and services – Strong competitive rivalry results in: -Price competition & lower prices -BUT falling prices reduce 4-13 The Task Environment-Barriers to Entry • Barriers to Entry – Factors that make it difficult and costly for the organization to enter a particular task environment or industry 4-14 The Task Environment-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 – Government policies that may limit imports of goods 4-15 Barriers to Entry and Competition Figure 4.2 4-16 1-General Environment/Economics • Economic Forces – Interest rates – Inflation – Unemployment – Economic growth – Other factors that affect the general health and well-being of a nation or the regional economy of an organization 4-17 2-General Environment/Technology • Technological Forces – Outcomes of changes in the technology that managers use to design, produce, or distribute goods and services • Products may become obsolete (Other People’s Money) • Better/faster/more efficient products and services 4-18 3-General Environment/Sociocultural • Sociocultural Forces – Pressures emanating from the social structure of a country or society or from the national culture 4-19 3-General Environment/Sociocultural • Social structure – Arrangement of relationships between individuals and groups in society • National culture – Set of values that a society considers important and the norms of behavior that are approved or sanctioned in that society. 4-20 4-General Environment/Demographics • Demographic Forces – Outcomes of change in, or changing attitudes toward, the characteristics of a population, such as age, gender, ethnic origin, race, sexual orientation, and social class • Most industrialized nations are experiencing the aging of their populations 4-21 5-General Environment/Political-Legal • Political and Legal Forces – Outcomes of changes in laws and regulations include: • Deregulation of industries • Privatization of organizations • Increased emphasis on environmental protection • Free exchange of resources and capital 4-22 The Process of Globalization • Globalization – Set of specific and general forces that work together to integrate and connect economic, political, and social systems across countries, cultures, or geographical regions, resulting in: – Nations become increasingly interdependent • Changes in Globalization result from Capital – Human/People- Financial/Money- 4-23 Effects of Free Trade on Managers • Declining Trade Barriers – Opened enormous opportunities for managers to expand the market for their goods and services – Allowed managers to now both buy and sell goods and services globally • Tariff – Tax imposed on imported goods 4-24 The Role of National Culture • Values – Ideas about what is good, desirable and beautiful • Provides conceptual support for democracy, truth, appropriate roles for men, and women • Usually not static but very slow to change • Norms – Unwritten informal codes of conduct 4-25 Norms • Folkways – Routine social conventions of everyday life • Mores – Norms that are considered to be central to functioning of society and to social life 4-26 Hofstede’s Model of National Culture Figure 4.4 4-27 Hofstede’s Model of National Culture • Individualism – A worldview that values individual freedom and self-expression and adherence to the principle that people should be judged by individual achievements rather than by their social background 4-28 Hofstede’s Model of National Culture • Collectivism – A worldview that values subordination of the individual to the goals of the group and adherence to the principle that people should be judged by their contribution to the group 4-29 Hofstede’s Model of National Culture • Power Distance – The degree to which societies accept the idea that inequalities in the power and well-being of their citizens are due to differences in individuals’ physical and intellectual capabilities and heritage – Low power distance = more equality/opportunity – High power distance = economical poor countries – US/UK = low power distance/high 4-30 The GLOBE Project National Culture and Global Management • Management practices that are effective in one culture might be troublesome in another • Managers must be sensitive to the value systems and norms of an individual’s country and behave accordingly • Examples include: – Wages – Holidays – Teamwork 4-32 Supplementary Information Hofstede’s National Culture https://youtu.be/Fwa1tkH7LEI