InClass Overheads

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In-Class Overheads

• Session 7

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October 15

• Course Withdrawal deadline.

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From Last Weeks Discussions

• Major forces affecting the org. environ
  relationship (pp. 43-47 of CR).
• OK Groups 2, 4, 5, 6 10
• Not OK 3, 7, 8, 11, 12.
• Groups 1 9 did not address so do not know if
  these groups understand.

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From This weeks discussions

• Corporate governance
• Retirees Health Benefits
• Executive Compensation

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S-O-R Model in Case Analyses

• Stimuli
• Issues, aspects, and events in the firms
  environment
• Organization
• The firms culture, employees, orientations,
  owners, and boards
• Response
• Actions of the firm (Griffin Classifications)

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How socially responsible was the
firm?_____________________________________________
_________ Why did you classify this way?
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• Salient environmental factors are to be
  determined based upon the environment which
  existed for the firm during the time period of
  the case and written about in the case study. A
  salient factor is something the firm responded to
  or should have responded to.

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• General Environment Those nonspecific
  dimensions and forces in an organization's
  surroundings that might affect its activities.
• Aspects of the general environment indirectly
  impact organizations through their task
  environment.

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• 3. Task Environment Those specific factors and
  forces in an organization's
• surroundings/environment that directly affect
  its activities.
• Examples Demand, Price Sensitivity, Supply
  Availability, Market Structure,
• (monopoly, monopolistic competition, oligopoly,
  pure competition), Lawsuits,
• Strikes, Negative publicity, etc.

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Case Guide

• Stimuli
• Eco-environment
• General Environment (Indirect Influence)
• Economic
• Technological
• Political/Legal
• Socialcultural
• International

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Stimuli

• Task Environment (Direct Influence)
• Competitors
• Customers
• Suppliers
• Regulators
• Strategic Allies
• Labor Market
• Labor Unions
• External Owners

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Organization

• Internal Environment
• Owners (internal)
• Board of Directors
• Employees
• Organization Culture
• Physical Work Environment

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Responses

• Information Management
• Strategic Response
• Mergers, Takeovers, Acquisitions Alliances
• Organization Design and Flexibility
• Direct Influence of the Environment

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Social Responsibility

• Obstructionist Stance
• Defensive Stance
• Accommodative Stance
• Proactive Stance

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Bull Run Merrill Lynch in Japan

• PART I
• General Environment
• Task Environment
• Internal Environment
• PART II
• Responses
• PART III
• Social Responsibility

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Will Return

• Plans a joint venture this time.
• with Mitsubishi Tokyo Financial Group