The External Environment

1. 　報告人：徐敏倫 指導老師：任維廉 教授 報告日期：2009/10/08 The External Environment 交通大學 運輸科技與管理學系 碩二 徐敏倫

2. 自我介紹 • 徐敏倫 • 桃園人 • 任老師 TMMLAB • 北京交通大學 • 排球 • 相約來慢跑 交通大學 運輸科技與管理學系 碩二 徐敏倫

3. Agenda 1. The environment domain 2. Environmental uncertainty 3. Adapting to environmental uncertainty 4. Organizational responses to uncertainty 5. Resource dependence 6. Controlling environmental resources 7. Discussion 交通大學 運輸科技與管理學系 碩二 徐敏倫

4. Introduction • Open systems • The relationship between organization and environment. • Environmental uncertainty  organizations • Uncertainty type • Deal with environmental uncertainty • Information • Resources 交通大學 運輸科技與管理學系 碩二 徐敏倫

5. 1. The Environment Domain International context Task environment Government Sector Industry Sector Raw Materials Sector Sociocultural Sector Organization Economic Conditions Sector Market Sector Technology Sector Human Resources Sector Financial Resources Sector General environment International Sector 交通大學 運輸科技與管理學系 碩二 徐敏倫

6. 2. Environmental Uncertainty • Where uncertainty comes? • Insufficient information • Why uncertainty affect organizations? • Need for information about environment • Need for resources from environment • Uncertainty dimensions • Simple—complex • Stable—unstable 交通大學 運輸科技與管理學系 碩二 徐敏倫

7. Framework for assessing environmental uncertainty Simple Complex Low Uncertainty Low- Moderate Uncertainty Stable • Small, similar • The same change slowly • Ex: Soft drink bottles • Large, dissimilar • The same change slowly • Ex: Insurance companies Environmental complexity High- Moderate Uncertainty High Uncertainty • Small, similar • Change frequently and unpredictably • Ex: Fashion clothing • Large, dissimilar • Change frequently and unpredictably • Ex: Computer firms Unstable Environmental change 交通大學 運輸科技與管理學系 碩二 徐敏倫

8. 3. Adapting to Environmental Uncertainty (1) Position and departments • External complexity  size  internal complexity (2) Buffering and boundary-spanning • Absorbing uncertainty • Link organization with key elements in external environment 交通大學 運輸科技與管理學系 碩二 徐敏倫

9. 3. Adapting to Environmental Uncertainty (3) Differentiation and integration • High differentiation needs greater integration • Quality of collaboration (4) Organic vs. mechanistic • Unstable  organic • Stable  mechanistic (5) Planning and forecasting • More uncertainty needs more importance 交通大學 運輸科技與管理學系 碩二 徐敏倫

10. 4. Organizational Responses to Uncertainty Simple Complex Low Uncertainty Low- Moderate Uncertainty • Mechanistic • Many department, some boundary spanning • Few integration roles • Moderate-speed response • Mechanistic • Few department • No integrating role • Low speed response Stable Environmental complexity High- Moderate Uncertainty High Uncertainty • Organic, teamwork • Few department, much boundary spanning • Few integration roles • Fast response • Organic, teamwork • Differentiate department, extensive boundary spanning • Many integrating roles • High-speed response Unstable Environmental change 交通大學 運輸科技與管理學系 碩二 徐敏倫

11. 5. Resource Dependence • Dependence , risk  • Dilemma for managers • Depend on the environment but try to minimize their dependence. 交通大學 運輸科技與管理學系 碩二 徐敏倫

12. 6. Controlling environmental resources 交通大學 運輸科技與管理學系 碩二 徐敏倫

13. Environmental characteristics & organizational actions Environment Organization Many departments and boundary roles Greater differentiation and more integrators for internal coordination High complexity High uncertainty Organic structure and systems with low formalization, decentralization, and low standardization to enable a high-speed response High rate of change Environmental domain (ten sectors) Establishment of favorable linkages: ownership, strategic alliances, cooptations, interlocking directorates, executive recruitment, advertising, and public relations Scarcity of valued resources Resource dependence Control of the environmental domain: change of domain, political activity, regulation, trade associations, and illegitimate activities 交通大學 運輸科技與管理學系 碩二 徐敏倫

14. 7. Discussion • International sector vs. international context • B to B  Supply chain competitiveness 交通大學 運輸科技與管理學系 碩二 徐敏倫

15. Q & A • Thanks for your attention. 交通大學 運輸科技與管理學系 碩二 徐敏倫