Organizations that help other organizations to sell their goods to customers are known as

an organization that operates and competes in more than one country

the set of global forces and conditions that operate beyond an organization's boundaries but affect a manager's ability to acquire and utilize resources

the 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 on a daily basis

the wide-ranging global, economic, technological, sociocultural, demographic, political, and legal forces that affect an organization and its task environment

individuals and organizations that provide an organization with the input resources that it needs to produce goods and services

the purchase of inputs from overseas suppliers or the production of inputs abroad to lower production costs and improved product quality or design

organizations that help other organizations sell their goods or services to customers

individuals and groups that buy the goods and services that an organization produces

organizations that produce goods and services that are similar to a particular organization's goods and services

organizations that presently are not in a task environment but could enter if they so choose

factors that make it difficult and costly for an organization to enter a particular task environment or industry

cost advantages associated with large operations

customers' preference for the products of organizations currently existing in the task environment

interest rates, inflation, unemployment, economic growth, and other factors that affect the general health and well-being of a nation or the regional economy of an organization

the combination of skills and equipment that managers use in the design, production, and distribution of goods and services

outcomes of changes in the technology that managers use to design, produce, or distribute goods and services

pressures emanating from the social structure of a country or society or from the national culture

the arrangement of relationships between individuals and groups in a society

the set of values that a society considers important and the norms of behavior that are approved or sanctioned in that society

outcomes of changes in, or changing attitudes toward, the characteristics of a population, such as age, gender, ethnic origin, race, sexual orientation, and social class

Political and Legal Forces

outcomes of changes in laws and regulations, such as the deregulation of industries, the privatization of organizations, and the increased emphasis on environmental protection

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

a tax that a government imposes on imported or, occasionally, exported goods

the idea that if each country specializes in the production of the goods and services that it can produce most efficiently, this will make the best use of global resources

ideas about what a society believes to be good, right, desirable, or beautiful

unwritten, informal codes of conduct that prescribe how people should act in particular situations and are considered important by most members of a group or organization

the routine social conventions of everyday life

norms that are considered to be central to the functioning of society and to social life

a worldview that values individual freedom and self-expression and adherence to the principle that people should be judged by their individual achievements rather than by their social background

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

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

a worldview that values assertiveness, performance, success, and competition

a worldview that values the quality of life, warm personal friendships, and services and care for the weak

the degree to which societies are willing to tolerate uncertainty and risk

a worldview that values thrift and persistence in achieving goals

a worldview that values personal stability or happiness and living for the present

Identifying and selecting appropriate goals and course of action; one of the four principal tasks of management

a cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals

a broad declaration of an organization's purpose that identifies the organization's products and customers and distinguishes the organization from its competitors

top management's decisions pertaining to the organization's mission, overall strategy, and structure

a plan that indicates in which industries and national markets an organization intends to compete

divisional managers' decisions pertaining to divisions' long-term goals, overall strategy, and structure

a plan that indicates how a division intends to compete against its rivals in an industry

functional managers' decisions pertaining to the goals that they propose to pursue to help the division attain its business-level goals

Functional-Level Strategy

a plan of action to improve the ability of each of an organization's functions to perform its task-specific activities in ways that add value to an organization's goods and services

the intended duration of a plan

the ability of the CEO and top managers to convey a compelling vision of what they want the organization to achieve to their subordinates

the development of a set of corporate-, business-, and functional-level strategies that allow an organization to accomplish its mission and achieve its goals

a planning exercise in which managers identify organizational strengths (S) and weaknesses (W) and environmental opportunities (O) and threats (T)

permanent, ongoing, intense competition brought about in an industry by advancing technology or changing customer tastes

driving the organization's costs down below the costs of its rivals

distinguishing an organization's products from the products of competitors on dimensions such as product design, quality, or after-sales service

Focused Low-Cost Strategy

serving only one segment of the overall market and trying to be the lowest cost organization serving that segment

Focused Differentiation Strategy

serving only one segment of the overall market and trying to be the most differentiated organization serving that segment

Concentration On A Single Industry

reinvesting a company's profits to strengthen its competitive position in its current industry

expanding a company's operations either backward into an industry that produces inputs for its products or forward into an industry that uses, distributes, or sells its products

expanding a company's business operations into a new industry in order to produce new kinds of valuable goods or services

entering a new business or industry to create a competitive advantage in one or more of an organization's existing divisions or businesses

performance gains that result when individuals and departments coordinate their actions

Unrelated Diversification

entering a new industry or buying a company in a new industry that is not related in any way to an organization's current businesses or industries

selling the same standardized product and using the same basic marketing approach in each national market

customizing products and marketing strategies to specific national conditions

making products at home and selling them abroad

selling products at home that are made abroad

allowing a foreign organization to take-charge of manufacturing and distributing a product in its country or world region in return for a negotiated fee

selling to a foreign organization the rights to use a brand name and operating know-how in return for a lump-sum payment and a share of the profits

an agreement in which managers pool or share their organization's resources and know-how with a foreign company, and the two organizations share the rewards and risks of starting a new venture

a strategic alliance among two or more companies that agree to jointly establish and share the ownership of a new business

Wholly Owned Foreign Subsidiary

production operations established in a foreign country independent of any local direct involvement

a formal system of task and reporting relationships that coordinates and motivates organizational members so that they work together to achieve organizational goals

the process by which managers make specific organizing choices that result in a particular kind of organizational structure

the process by which managers decide how to divide tasks into specific jobs

the process of reducing the number of tasks that each worker performs

increasing the number of different tasks in a given job by changing the division of labor

increasing the degree of responsibility a worker has over his or her job

an organizational structure composed of all the departments that an organization requires to produce its goods or services

an organizational structure composed of separate business units within which are the functions that work together to produce a specific product for a specific customer

an organizational structure in which each product line or business is handled by a self-contained division

an organizational structure in which each region of a country or area of the world is served by a self-contained division

an organizational structure in which each kind of customer is served by a self-contained division; also called customer structure

an organizational structure that simultaneously groups people and resources by function and by product

an organizational structure in which employees are permanently assigned to a cross-functional team and report only to the product team manager or to one of his or her direct subordinates

a group of managers brought together from different departments to perform organizational tasks

the structure of a large organization that has many divisions and simultaneously uses many different organizational structures

the power to hold people accountable for their actions and to make decisions concerning the use of organizational resources

an organization's chain of command, specifying the relative authority of each manager

the number of subordinates who report directly to a manager

someone in the direct line or chain of command who has formal authority over people and resources at lower levels

someone responsible for managing a specialist function, such as finance or marketing

giving lower-level managers and non managerial employees the right to make important decisions about how to use organizational resources

organizing tools that managers can use to increase communication and coordination among functions and divisions

a committee of managers from various functions or divisions who meet to solve a specific, mutual problem; also called ad hoc committee

an agreement in which managers pool or share their organization's resources and know-how with a foreign company and the two organizations share the rewards and risks of starting a new venture

a series of strategic alliances that an organization created with suppliers, manufacturers, and/or distributors to produce and market a product

to use outside suppliers and manufacturers to produce goods and services

Boundaryless Organization

an organization whose members are linked by computers, faxes, computer-aided design systems, and video teleconferencing and who rarely, if ever, see one another face-to-face

Knowledge Management System

a company-specific virtual information system that allows workers to share their knowledge and expertise and find others to help solve ongoing problems

Business-to-Business (B2B) Network

a group of organizations that join together and use IT to link themselves to potential global suppliers to increase efficiency and effectiveness

formal target-setting, monitoring, evaluation, and feedback systems that provide managers with information about how well the organization's strategy and structure are working

control that allows managers to anticipate problems before they arise

control that gives managers immediate feedback on how efficiently inputs are being transformed into outputs so that managers can correct problems as they arise

control that gives managers information about customers' reactions to goods and services so that corrective action can be taken if necessary

a budget that states how managers intend to use organizational resources to achieve organizational goals

Management By Objectives (MBO)

a goal-setting process in which a manager and each of his or her subordinates negotiate specific goals and objectives for the subordinate to achieve and then periodically evaluate the extent to which the subordinate is achieving those goals

control of behavior by means of a comprehensive system of rules and standard operating procedures

the set of values, norms, standards of behavior, and common expectations that controls the ways in which individuals and groups in an organization interact with one another and work to achieve organizational goals

the control exerted on individuals and groups in an organization by shared values, norms, standards of behavior, and expectations

the movement of an organization away from its present stae and toward some desired future state to increase its efficiency and effectiveness

a fast, revolutionary approach to change in which top managers identify what needs to be changed and then move quickly to implement the changes throughout the organization

a gradual or evolutionary approach to change in which managers at all levels work together to develop a detailed plan for change

the process of comparing one company's performance on specific dimensions with the performance of other, high-performing organizations

people who notice opportunities and take responsibility for mobilizing the resources necessary to produce new and improved goods and services

employees of existing organizations who notice opportunities for product or service improvements and are responsible for managing the development process

the mobilization of resources to take advantage of an opportunity to provide customers with new or improved goods and services