Unit 6 Discussion

In 2-3 paragraphs, respond to the following. Your initial post should be substantive and be supported by course concepts.


Explain organizational culture and how it impacts individual and organizational performance.



15.2 External Environments and Industries - Organizational Behavior | OpenStax Skip to Content Organizational Behavior15.2 External Environments and Industries Organizational Behavior15.2 External Environments and Industries Table of contents My highlightsPrint Table of contents Preface 1 Management and Organizational Behavior Introduction 1.1 The Nature of Work 1.2 The Changing Workplace 1.3 The Nature of Management 1.4 A Model of Organizational Behavior and Management Key Terms Summary of Learning Outcomes Chapter Review Questions Critical Thinking Case 2 Individual and Cultural Differences Introduction 2.1 Individual and Cultural Factors in Employee Performance 2.2 Employee Abilities and Skills 2.3 Personality: An Introduction 2.4 Personality and Work Behavior 2.5 Personality and Organization: A Basic Conflict? 2.6 Personal Values and Ethics 2.7 Cultural Differences Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 3 Perception and Job Attitudes Introduction 3.1 The Perceptual Process 3.2 Barriers to Accurate Social Perception 3.3 Attributions: Interpreting the Causes of Behavior 3.4 Attitudes and Behavior 3.5 Work-Related Attitudes Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 4 Learning and Reinforcement Introduction 4.1 Basic Models of Learning 4.2 Reinforcement and Behavioral Change 4.3 Behavior Modification in Organizations 4.4 Behavioral Self-Management Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 5 Diversity in Organizations Introduction 5.1 An Introduction to Workplace Diversity 5.2 Diversity and the Workforce 5.3 Diversity and Its Impact on Companies 5.4 Challenges of Diversity 5.5 Key Diversity Theories 5.6 Benefits and Challenges of Workplace Diversity 5.7 Recommendations for Managing Diversity Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 6 Perception and Managerial Decision Making Introduction 6.1 Overview of Managerial Decision-Making 6.2 How the Brain Processes Information to Make Decisions: Reflective and Reactive Systems 6.3 Programmed and Nonprogrammed Decisions 6.4 Barriers to Effective Decision-Making 6.5 Improving the Quality of Decision-Making 6.6 Group Decision-Making Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 7 Work Motivation for Performance Introduction 7.1 Motivation: Direction and Intensity 7.2 Content Theories of Motivation 7.3 Process Theories of Motivation 7.4 Recent Research on Motivation Theories Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 8 Performance Appraisal and Rewards Introduction 8.1 Performance Appraisal Systems 8.2 Techniques of Performance Appraisal 8.3 Feedback 8.4 Reward Systems in Organizations 8.5 Individual and Group Incentive Plans Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 9 Group and Intergroup Relations Introduction 9.1 Work Groups: Basic Considerations 9.2 Work Group Structure 9.3 Managing Effective Work Groups 9.4 Intergroup Behavior and Performance Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 10 Understanding and Managing Work Teams Introduction 10.1 Teamwork in the Workplace 10.2 Team Development Over Time 10.3 Things to Consider When Managing Teams 10.4 Opportunities and Challenges to Team Building 10.5 Team Diversity 10.6 Multicultural Teams Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 11 Communication Introduction 11.1 The Process of Managerial Communication 11.2 Types of Communications in Organizations 11.3 Factors Affecting Communications and the Roles of Managers 11.4 Managerial Communication and Corporate Reputation 11.5 The Major Channels of Management Communication Are Talking, Listening, Reading, and Writing Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 12 Leadership Introduction 12.1 The Nature of Leadership 12.2 The Leadership Process 12.3 Leader Emergence 12.4 The Trait Approach to Leadership 12.5 Behavioral Approaches to Leadership 12.6 Situational (Contingency) Approaches to Leadership 12.7 Substitutes for and Neutralizers of Leadership 12.8 Transformational, Visionary, and Charismatic Leadership 12.9 Leadership Needs in the 21st Century Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 13 Organizational Power and Politics Introduction 13.1 Power in Interpersonal Relations 13.2 Uses of Power 13.3 Political Behavior in Organizations 13.4 Limiting the Influence of Political Behavior Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 14 Conflict and Negotiations Introduction 14.1 Conflict in Organizations: Basic Considerations 14.2 Causes of Conflict in Organizations 14.3 Resolving Conflict in Organizations 14.4 Negotiation Behavior Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 15 External and Internal Organizational Environments and Corporate Culture Introduction 15.1 The Organization's External Environment 15.2 External Environments and Industries 15.3 Organizational Designs and Structures 15.4 The Internal Organization and External Environments 15.5 Corporate Cultures 15.6 Organizing for Change in the 21st Century Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 16 Organizational Structure and Change Introduction 16.1 Organizational Structures and Design 16.2 Organizational Change 16.3 Managing Change Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 17 Human Resource Management Introduction 17.1 An Introduction to Human Resource Management 17.2 Human Resource Management and Compliance 17.3 Performance Management 17.4 Influencing Employee Performance and Motivation 17.5 Building an Organization for the Future 17.6 Talent Development and Succession Planning Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case 18 Stress and Well Being Introduction 18.1 Problems of Work Adjustment 18.2 Organizational Influences on Stress 18.3 Buffering Effects of Work related Stress 18.4 Coping with Work related Stress Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Critical Thinking Case 19 Entrepreneurship Introduction 19.1 Overview of Entrepreneurship 19.2 Characteristics of Successful Entrepreneurs 19.3 Business Model Canvas 19.4 New Venture Financing 19.5 Design Thinking 19.6 Optimal Support for Entrepreneurship Key Terms Summary of Learning Outcomes Chapter Review Questions Management Skills Application Exercises Managerial Decision Exercises Critical Thinking Case A | Scientific Method in Organizational Research B | Scoring Keys for Self-Assessment Exercises References Index Identify contemporary external forces pressuring organizations. Industry and organizational leaders monitor environments to identify, predict, and manage trends, issues, and opportunities that their organizations and industries face. Some corporations, such as Amazon, anticipate and even create trends in their environments. Most, however, must adapt. External environments, as identified in the previous section, can be understood by identifying the uncertainty of the environmental forces. Exhibit 15.4 illustrates a classic and relevant depiction of how scholars portray environment-industry-organization “fit,” that is, how well industries and organizations align with and perform in different types of environments. Exhibit 15.4 Company Industry Fit Adapted from: Duncan, R. (1972). Characteristics of organizational environments of uncertainty. American Science Quarterly, 17 (September), 313-327; Daft, R. Organizational Theory and Design, 12th edition, p. 151, Mason, OH, Cengage Learning. The two dimensions of this figure represent “environmental complexity” (i.e., the number of elements in the environment, such a competitors, suppliers, and customers), which is characterized as either simple or complex, and “environmental change,” described as stable or unstable. How available monetary and financial resources are to support an organization’s growth is also an important element in this framework.17 Certain industries—soft drink bottlers, beer distributors, food processors, and container manufacturers—would, hypothetically, fit and align more effectively in a stable (i.e., relative unchanging), simple, and low-uncertainty (i.e., has mostly similar elements) external environment—cell 1 in Exhibit 15.4. This is referred to when organizations are in a simple-stable environment. Of course unpredicted conditions, such as global and international turmoil, economic downturns, and so on, could affect these industries, but generally, these alignments have served as an ideal type and starting point for understanding the “fit” between environment and industries. In a stable but complex, low- to moderate-uncertainty environment, cell 2 in Exhibit 15.4, universities, appliance manufacturers, chemical companies, and insurances companies would generally prosper. This is referred to when organizations are in a complex-stable environment. When the external environment has simple but high to moderate uncertainty, cell 3 of Exhibit 15.4, e-commerce, music, and fashion clothing industries would operate effectively. This is referred to when organizations are in a simple-unstable environment. Whereas in cell 4 of Exhibit 15.4, an environment characterized by a high degree of uncertainty with complex and unstable elements, industries and firms such as computer, aerospace, airlines, and telecommunications firms would operate more effectively. This is referred to when organizations are in a complex-unstable environment. Exhibit 15.4 is a starting point for diagnosing the “fit” between types of external environments and industries. As conditions change, industries and organizations must adapt or face consequences. For example, educational institutions that traditionally have been seen to operate best in low- to moderate-uncertainty environments, cell 2 of Exhibit 15.4, have during this past decade experienced more high to moderate uncertainty (cell 3)—and even high uncertainty (cell 4). For example, for-profit educational institutions such the University of Phoenix and others—as compared to not-for-profit universities and colleges, such as public state institutions, community colleges, and private nonprofit ones—have undergone more unstable and complex forces in the external environment over the past decade. Under the Obama administration, for-profit universities faced greater scrutiny regarding questionable advertising, graduation rates, and accreditation issues; lawsuits and claims against several of these institutions went forward, and a few of the colleges had to close. The Trump administration has shown signs of alleviating aggressive governmental control and monitoring in this sector. Still, higher educational institutions in general currently face increasingly complex and unstable environments given higher tuition rates, increased competition from less-expensive and online programs, fewer student enrollments, and an overabundance of such institutions. Several private, not-for-profit higher educational institutions have merged and also ceased to exist. Adapting to increasingly rapid external change has become a rallying call for most industries and organizations as the 21st century evolves. Organizational Complexity It is important to point out here that external (and internal) organizational complexity is not often as simple as it may seem. It has been defined as “…the amount of complexity derived from the environment where the organisation operates, such as the country, the markets, suppliers, customers and stakeholders; while internal complexity is the amount of complexity that is internal to the organisation itself, i.e. products, technologies, human resources, processes and organisational structure. Therefore, different aspects compose internal and external complexities.”18 The dilemma that organizational leaders and managers sometimes face is how to deal with external, and