InClass Overheads

1
In-Class Overheads

• Week 7

2
(No Transcript)
3
(No Transcript)
4
(No Transcript)
5
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)

6
How socially responsible was the
firm?_____________________________________________
_________ Why did you classify this way?
7

• 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.

8

• 2. 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.

9

• 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.

10
Case Guide

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

11
Stimuli

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

12
Organization

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

13
Responses

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

14
Social Responsibility

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

15
Bull Run Merrill Lynch in Japan

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

16
(No Transcript)
17
Will Return

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