Montclair State University Fundamentals of Management Presentation Hi. I need a powerpoint slide for my management class presentation. The thing is I don’t

Montclair State University Fundamentals of Management Presentation Hi. I need a powerpoint slide for my management class presentation. The thing is I don’t know how to use powerpoint. I need a cool slide, It will be an important slide. I need Q&A’s, little games and stuff in it. I need to be interactive. The slide is about chapter 2-1, which I will attach it below. It is 5 pages total, so it’s not a large topic. Here is the book

Title: Fundamentals of Management (10th Edition)

Author(s): Stephen P. Robbins, Mary A. Coulter, David A. De Cenzo

ISBN: 9780134237473

I will also try to attach the chapter so you can access it easily. I’m not sure if it’s going to work though.

If you could put a video related to the topic, like a minute or 2 minute video, that would be awesome.

Thank you. The Management
Environment
2
S L/Shutterstock
Anyone who thinks they
can be happy working in
any type of
organizational setting might
be in for a big surprise!
Even
working at a company rated
as “a
best company to work for”
won’t be
for everyone. To be happy,
don’t just
“settle” for a job . . . find a
workplace and a culture
that “fit” you!
57
WOULDN’
T
days!)? Although other
to one day
can be an important
it be nice
factors
influence
choice,
organization’s
job
an
culture
find a job you enjoy in an
indicator of “fit”—will I
organization you’re excited to go
like working here and
to every day (or at least most
does this seem like a
Explain what the external environment is and why it’s important. p. 59
Discuss how the external environment affects managers. p. 63
Define what organizational culture is and explain why it’s important. p. 67
Describe how organizational culture affects managers. p. 69
58
place where I can fit in and
important forces that are affecting
contribute?
the
Organizational
cultures differ and so do people.
In the second part of this chapter,
we’ll look at what organizational
culture is and what elements
make
up
an
organization’s
culture. Before that, however, we
need to look at the
external
environment organizations face.
“Dynamic forces are sweeping across
the globe, reshaping our lives and c reating
a wave of opportunities….”1 No successful
organization, or its managers, can operate
without
understanding
the
d
ynamic
external environment that surrounds it. To
better
understand
this
e
xternal
environment, we need to look at the
way
organizations
managed today. ?
are
CHAPTER 2
?
The Management Environment
What Is the External Environment and Why
2-1 Explain what Is It Important?
59
external environment
the external
environment is
and why it’s
important.
Factors, forces, situations, and events outside
the organization that affect its performance
One of the biggest mistakes managers
make today
is failing to adapt to the changing world.
When the Eyjafjallajökull volcano erupted in Iceland, who would have thought that it would
lead to a shutdown at the BMW plant in Spartanburg, South Carolina, or the Nissan Motor
auto assembly facility in Japan?2 Yet, in our globalized and interconnected world, such an
occurrence shouldn’t be surprising at all. As volcanic ash grounded planes across Europe,
supplies of tire-pressure sensors from a company in Ireland couldn’t be delivered on time to
the BMW plant or to the Nissan plant. Because we live in a “connected” world, managers
need to be aware of the impact of the external environment on their organization.
The term external environment refers to factors, forces, situations, and events outside the
organization that affect its performance. As shown in Exhibit 2–1, it includes several different
components. The economic component encompasses factors such as interest rates, inflation,
employment/unemployment rates, disposable income levels, stock market fluctuations, and
business cycle stages. The demographic component is concerned with trends in population
characteristics such as age, race, gender, education level, geographic location, and family
composition. The technological component is concerned with scientific or industrial
innovations. The sociocultural component is concerned with societal and cultural factors such
as values, attitudes, trends, traditions, lifestyles, beliefs, tastes, and patterns of behavior. The
political/legal component looks at federal, state, and local laws, as well as laws of other
countries and global laws. It also includes a country’s political conditions and stability. And
the global component encompasses those issues (like a volcano eruption, political instability,
terrorist attack, etc.) associated with globalization and a world economy. Although all these
components potentially constrain managers’ decisions and actions, we’re going to take a more
in-depth look at just two—economic and demographic.
What Is the Economy Like Today?
Snapshots of the economic context:
• A blue-ribbon company like General Motors goes bankrupt and then new management leads it back
to profitability.
• Global news stories are reporting signs that deflation might be making a return in some countries.
• Entry-level jobs now are more “thinking” oriented and include more sophisticated responsibilities.
• Climate change is reshaping supply networks, manufacturing processes, and resource availability.
Exhibit 2–1 Components of the External Environment
60
Part 1
?
Introduction
Source: Robbins, Stephen P., Coulter, Mary, Management, 13th Ed., © 2016, p. 73. Reprinted and
electronically reproduced by permission of Pearson Education, Inc., New York, NY.
After several years in crisis mode, the U.S. economy and other global economies seem to have
turned the corner. However, it’s not now, nor will it ever be, smooth sailing in the economic
arena for managers. After all, when you’re dealing with important factors such as jobs,
incomes, prices of natural resources and consumer goods, stock market valuations, and
business cycle stages, managers have to pay attention to those that could constrain
organizational decisions and actions. Here’s a quick overview of some of the more interesting
characteristics of today’s economy that have the potential to influence a manager’s planning,
organizing, leading, and controlling:
š The slowdown in productivity has moderated globally although it continues to lag in the
United States. Productivity (how much a worker produces in a hour) is an important measure
of how well an economy is doing. Factors that affect productivity include types and pace of
innovation, changes in work practices, technology, levels of workforce education/
training/skill, etc.3
š Global trade, which grew strongly from the late 1970s through 2008, collapsed during the
last global recession and has continued to be sluggish. Some analysts are wondering if this
is an indicator of a potentially major macroeconomic change where the world economy is
becoming less connected.4
š Total U.S. employment is up. The 5.5 percent unemployment rate was the lowest level in
over seven years. However, the downside is that the strongest employment growth has been
in low-wage jobs.5
š Many U.S. workers (nearly seven million) are trapped in part-time jobs, unable to find
fulltime work.6
š Many businesses in low-wage industries (restaurants, retail, warehousing, and other
services) are using part-time workers to soften the impact of health-care law mandates.7
š According to a New York Times poll, only 64 percent of Americans state that they still believe
in the American dream—work hard and you can achieve success and riches. This is the
lowest number in two decades.8
These low poll numbers possibly reflect a significant risk identified by the World Economic
Forum facing business leaders and policy makers over the next decade: “severe income
disparity.”9 Let’s briefly look at this issue to show that managers are constrained not just by
the actual economic numbers, but also by societal attitudes about the economy.
ECONOMIC INEQUALITY AND THE ECONOMIC CONTEXT. A Harris Interactive Poll found
sharing economy
An economic environment in which
asset owners share with other
individuals through a peer-to-peer
service, for a set fee, their underutilized
physical assets or their knowledge,
expertise, skills, or time
that only 10 percent of adults think that economic inequality is “not a problem at all.” Most
survey respondents believed that it is either a major problem (57 percent) or a minor problem
(23 percent).10 Why has this issue become so sensitive? After all, individuals who worked hard,
took risks, and were rewarded because of their hard work or creativity have long been admired.
And yes, an income gap has always existed. In the United States, that gap between the rich and
the rest has been much wider than in other developed nations for decades and was accepted as
part of our country’s values and way of doing things. However, our acceptance of an everincreasing income gap may be diminishing.11 As economic growth languished and sputtered,
and as people’s belief that anyone could grab hold of an opportunity and have a decent shot at
prosperity wavered, social discontent over growing income gaps increased. The bottom line is
CHAPTER 2
?
The Management Environment
61
that business leaders need to r ecognize how societal attitudes in the economic context also
may create constraints as they make decisions and manage their businesses.
Lastly, in this section on the economy, we want to take a look at an interesting
phenomenon taking place in the United States and around the globe—the sharing economy.
THE SHARING ECONOMY. Have you heard of Airbnb, Uber, Zipcar, SnapGoods? These are just a few of the companies—
maybe you’ve used one—that are part of a fastgrowing phenomenon called the “sharing economy.” What is the sharing
economy? It’s an economic environment in which asset owners share with other individuals through a peer-to-peer service, for
a fee, their underutilized physical assets (such as a home,
car, clothing, tools, or other physical assets). Some analysts have included the sharing of
The
other
external
knowledge, expertise, skills, or time, as well.12 The concept behind the sharing economy (or
component
we
want
to
collaborative consumption) is putting underutilized assets to good use. Asset owners “rent
specifically
look
at
is
out” assets they’re not using to consumers who need those assets but who don’t want to or
demographics. Why? Changes
who can’t afford to purchase them. For instance, SnapGoods is a service through which i
and trends in this component
ndividuals lend and borrow expensive household items, such as cameras, musical instruments,
tend to be closely linked to the
kitchenware, etc., for a fee.13 A new startup called Kitsplit has set up a sharing arrangement
workplace and managing.
omnipotent view
between customers looking for sophisticated, high-end, creative-type equipment such as
of management
drones, Google Glass headsets, Oculus Rift systems, or expensive cameras and production
The view that managers are directly
companies, studios, and individuals looking to lease their unused equipment for short time
responsible for an organization’s
success or failure
periods.14 Some economics experts have said that these arrangements aren’t really “sharing”
but better described as market-mediated, since there’s a service or company that mediates the
symbolic view of
exchange between consumers. They suggest that the a rrangement is more like an “access
management
The view that much of an
economy,” because what consumers are looking for is convenient access to assets they need
organization’s success or failure is due
but don’t have and they’re not concerned with developing a business or social relationship
to external forces outside managers’
15
with the asset owner. Whatever form or definition it takes, the concept is likely to remain a
control
component of our economic system.
???
From the Past to the Present ? ? ?
62
Part 1
?
Introduction
Symbolic view of management: ?Manager’s ability to affect
Just how much difference does a
manager make in how an
organization performs?
performance outcomes is constrained by external
factors.
?Managers don’t have a significant effect on
organization’s performance.
Management theory proposes two perspectives in answering
this question: the omnipotent view and the symbolic view.
Omnipotent view of management:
?Managers are directly responsible for an organization’s
success or failure. ?Differences in performance are due
to decisions and actions of managers.
?Good
managers:
anticipate
change,
exploit
opportunities, correct poor performance, lead their
organizations. ?Profits c. Managers get the credit and
rewards.
Profits T. Managers often get fired.
?Someone—the manager—is held accountable for poor
performance.
?Performance is influenced by factors over which
managers have little control (economy, customers,
governmental policies, competitors’ actions, etc.).
?Managers symbolize control and influence by
developing plans, making decisions, and engaging in
other managerial activities to make sense out of
random, confusing, and ambiguous situations.
?Manager’s part in organizational success or failure is
limited.
In reality, managers are neither all-powerful nor
helpless. But their d ecisions and a ctions are constrained.
External constraints come from the organization’s
external environment and internal constraints come from
the organization’s culture.
?This view helps explain turnover among college and If your professor has assigned this, go to the Assignments
section of mymanagementlab.com to complete these
professional sports coaches.
Managers:
All-powerful
or helpless?
discussion questions.
Talk About It 1: Why do you think these two
perspectives on management are important?
Talk About It 2: How are these views similar?
Different?
What Role Do Demographics Play?
Demography is destiny. Have you ever heard this phrase?
What it means is that the size and characteristics of a
country’s population can have a significant effect on what
it’s able to achieve. For instance, experts say that by 2050,
“emerging economies led by India and China will
collectively be larger than the developed economies. Small
European nations with low birthrates such as Austria,
Belgium, Denmark, Norway, and Sweden will drop off the
list of the 30 biggest economies.”16 Demographics—the
characteristics of a population used for purposes of social
studies—can and do have a significant impact on how
managers manage. Those population characteristics include
things such as age, income, sex, race, education level, ethnic
makeup, employment status, geographic location, and so
forth—pretty much the types of
Age is an important demographic for managers
of Apple retail stores. The company values its
Gen Y employees, such as the young men and
women shown here greeting customers at a
store in Oberhausen, Germany, who are
passionate about sharing their technical
knowledge of Apple products with customers.
demographics
The characteristics of a population used for purposes of social studies
Martin Meissner/AP Images
information collected on governmental census surveys.
Age is a particularly important demographic for
managers.
CHAPTER 2
Age is a particularly
important demographic since the
workplace often has different age
groups all working together. Baby
Boomers. Gen X. Gen Y. Gen Z.
Ever heard or seen these terms?
They’re
names
given
by
population researchers to four
well-known age groups found in
the U.S. population. Baby
Boomers are those individuals
born between 1946 and 1964.
You’ve heard so much about
“boomers” because there are so
many of them. The sheer number
of people in that cohort has meant
they’ve had a significant impact
on every aspect of the external
environment
(from
the
educational
system
and
entertainment/lifestyle choices to
the Social Security system, health
care choices, and so forth) as
they’ve gone through various life
cycle stages. Gen X is used to
?
The Management Environment
describe those individuals born between 1965 and 1977. This age group has been called the
baby bust generation since it followed the baby boom and is one of the smaller age cohorts.
Gen Y (or the “Millennials”) is an age group typically considered to encompass those
individuals born between 1978 and 1994. As the children of the Baby Boomers, this age group
is also large in number and making its imprint on external environmental conditions as well.
From technology to clothing styles to work attitudes, Gen Y, now the majority age group in
the workforce, is helping shape today’s workplaces. 17 Then, we have Gen Z—the youngest
identified age group. Although demographers don’t agree on the exact range of birth years for
Gen Z, most group them as being born between 1995 and 2010. Gen Z is huge; those under
age 20 represent 25.9 percent of the U.S. population. 18 One thing that characterizes Gen Z is
that it is the most diverse and multicultural of any generation in the United States. 19 Another
thing that characterizes this group is that their primary means of social interaction is online,
where they freely express their opinions and attitudes. It’s the first group whose only reality
revolves around the “Internet, mobile devices, and social networking.” 20
Demographic age cohorts are important to our study of management because large
numbers of people at certain stages in the life cycle can constrain decisions and actions taken
by managers of businesses, governments, educational institutions, and other organizations.
Studying demographics involves looking not only at current statistics but also at future trends.
What are some future trends?
š Recent analysis of birth rates shows that more than 80 percent of babies being born worldwide are from Africa and Asia.21
š India will be the youngest country by 2020; the median age will be 29 years. 22 š By 2050,
it’s predicted that China will have more people age 65 and older than the rest of the world
combined.23
š For most of human history, individuals over the age of 65 have never exceeded 3 or 4 percent
of a country’s population. By 2050, however, this number could potentially reach 25
percent, on average.24
Just imagine how these population trends are likely to impact global organizations and the way managers manage.
How Does the External Environment Affect
Managers?
Knowing what the various components of the external
2-2
Discuss how environment are and examining certain aspects of that the
external environment are important for managers. However, un environment
derstanding how the environment affects managers is
affects managers.
equally as important. We’re going to look at three ways the external environment
constrains and challenges managers: (1) through its impact on jobs and employment,
(2) through the environmental uncertainty that is present,
and (3) through the various stakeholder relationships that exist between an organization and its
external constituencies.
63
64
Part 1 ? Introduction
JOBS AND EMPLOYMENT. As any or all of the external environmental conditions change,
one of the most powerful constraints managers face is the impact of such changes on jobs and
employment—both in poor conditions and in good conditions. The power
technology
Any equipment, tools, or operating
methods that are designed to make
work more efficient
::::::: Technology and the Manager’s Job :::::::
CAN TECHNOLOGY IMPROVE THE WAY MANAGERS MANAGE?
Continuing advancements in technology offer many exciting possismartphones, organizational
intranets, and other IT tools, organizabilities for how workers work and managers manage. Technology
tional members who work mainly with information can do that work includes any equipment, tools,
or operating methods that are
from any place at any time.
designed to make work more
Finally, technology is also changing the
Twenty-five billion. That’s
way managers manage,
especially in terms of ogy has had an impact is in the
the number of “things” how they interact
with employees who may process where inputs (labor, raw
(smartphones, smartwatches, be
working anywhere and anytime. Effectively materials, and the like) are transclimate-control
system
communicating with telecommuting individuformed into outputs (goods and
sensors,
kitchen refrigerators, als who may simply be working from home or services to be sold). In years past,
cars, etc.) Gartner Inc. who may be working halfway around the world this transformation
was usually predicts will be connected to …
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