管理學(xué)第9版-練習(xí)題-附答案-3

Chapter3OrganizationalCultureandEnvironment:TheConstraintsTrue/FalseQuestionsTHEMANAGER:OMNIPOTENTORSYMBOLIC?Inthesymbolicviewofmanagement,managersareseenasdirectlyresponsibleforanorganization’ssuccessorfailure.Thecurrentdominantassumptioninmanagementtheorysuggeststhatmanagersareomnipotent.Theviewofmanagersasomnipotentisconsistentwiththestereotypicalpictureofthetake-chargebusinessexecutivewhocanovercomeanyobstacleincarryingouttheorganization’sobjectives.Thesymbolicviewofmanagementimpactisusefulinexplainingthehighturnoveramongcollegeandprofessionalsportscoaches,whocanbeconsideredthe“managers”oftheirteams.Intheomnipotentviewofmanagement,muchofanorganization’ssuccessorfailureisduetoforcesoutsidemanagement’scontrol.Inthesymbolicviewofmanagement,itisunreasonabletoexpectmanagerstohaveasignificanteffectontheorganization’sperformance.Intheomnipotentviewofmanagement,amanager’sroleistocreatemeaningoutofrandomness,confusion,andambiguity.THEORGANIZATION’SCULTUREAnorganizationalculturereferstoasystemofsharedmeaning.Organizationalculturesinfluencehowemployeesbehaveinanorganization.Organizationalcultureisaperception,notreality.Presently,thereisnomethodforanalyzingorassessingorganizationalculture.Strongcultureshavemoreinfluenceonemployeesthandoweakcultures.Anincreasingbodyofevidencesuggeststhatstrongculturesareassociatedwithhighorganizationalperformance.Compensationstructuresareconsideredtobeaprimarydimensionoforganizationalculture.Mostorganizationshaveveryweakcultures.Anorganization’sfounderhaslittleinfluenceonitsculture.Ritualsarerepetitivesequencesofactivitiesthatexpressandreinforcethekeyvaluesofanorganization.Organizationalstoriestypicallycontainanarrativeregardingsignificanteventsorpeople.Employeestockoptionsareoneexampleofamaterialsymbolthatmightrepresentorganizationalculture.Thelinkbetweenvaluesandmanagerialbehaviorisfairlystraightforward.CURRENTORGANIZATIONALCULTUREISSUESFACINGMANAGERSAstrongethicalcultureislikelytohaveapowerfulpositiveinfluenceonemployeebehavior.Lowrisktolerancegenerallyleadstohighethicalstandardswithinanorganization.Companiesthatallowtheiremployeesfreedomtendtoencourageinnovativecultures.Toencourageacustomer-responsiveculture,organizationsshouldformalizeandenforcestrictcustomerservicepolicies.Customerserviceemployeestendtoprovidebettercustomerservicewhentheyareveryclearabouttheiremployeeroles.Toincreasecustomerresponsiveness,organizationsshouldhireemployeeswhoareoutgoingandfriendly.THEENVIRONMENTThepartoftheenvironmentdirectlyrelatedtoachievementofanorganization’sgoalsisthespecificenvironment.Thegeneralenvironmentreferstoenvironmentalfactorsoperatinginsideanorganization.Environmentaluncertaintycanbedividedintotwodimensions:degreeoftrustanddegreeofintegration.Becausecertaintyisathreattoanorganization’seffectiveness,managerstrytominimizeit.Thetermsuppliersincludesprovidersoffinancialandlaborinputs.Industryconditionsareanexampleofanorganization’sgeneralenvironment.Economicconditionsarepartoftheorganization’sspecificenvironment.Multiple-ChoiceQuestionsForeachofthefollowingchoosetheanswerthatmostcompletelyanswersthequestion.THEMANAGER:OMNIPOTENTORSYMBOLIC?Whichofthefollowingrepresentthetwoviewsofmanagerialimpactonthesuccessorfailureoftheorganization?omnipotentandsymbolicomnipotentandreflectivesymbolicandinteractivereflectiveandinteractiveTheomnipotentviewofmanagementstatesthat________________.thetopmanageristheonlypersoninchargemanagersaredirectlyresponsibleforanorganization’ssuccessorfailurethatthereisonlyonebossintheorganization,andsheorheisresponsiblefordelegatingordersmanagershavelittleornoresponsibilityforanorganization’ssuccessorfailureThe__________viewofmanagementisconsistentwiththestereotypicalpictureofthetake-chargebusinessexecutivewhocanovercomeanyobstacleincarryingouttheorganization’sobjectives.omnipotentsymbolicfunctionalsystemsWhichofthefollowingmostaccuratelyreflectsthesymbolicviewofmanagement?Managersaredirectlyresponsibleforanorganization’ssuccessorfailure.Managershavelittleornoresponsibilityforanorganization’ssuccessorfailure.Externalforcesaredirectlyresponsibleforanorganization’ssuccessorfailure.Employeesaredirectlyresponsibleforanorganization’ssuccessorfailure.Internalconstraintsthatrestrictamanager’sdecisionoptions_______________.existwithineveryorganizationdonotexist,asallmanagershavedecision-makingdiscretionexistonlytotheextentthatuppermanagementimposesthemexistonlytotheextentthatfollowerswon’tdoastheyaretoldThecurrentdominantassumptioninmanagementtheorysuggests_______________.abalancedviewofmanagersassymbolicandomnipotentanemphasisontheviewthatmanagersaresymbolicanemphasisontheviewthatmanagersareomnipotentthatboththesymbolicandomnipotentviewsareobsoleteAccordingtothesymbolicview,managershavea(n)_____________effectonsubstantiveorganizationaloutcomes.neutralcontrollinglimitedunlimitedManagersmaybeabletoexpandtheirareasofdiscretionby_______________.tellingtheiremployeeswhattodochangingandinfluencingtheirorganization’scultureandenvironmentelectingnewgovernmentofficialsatthefederalandstatelevelchangingemployersandworkingforadifferentbossThesymbolicviewofmanagementisbaseduponthebeliefthatmanagerssymbolize_________.controlandinfluenceambiguityandconfusionstakeholders’interestsdecisionsoftopmanagementInreality,managersaremostaccuratelyviewedas_________.dominantoveranorganization’senvironmentneitherhelplessnorallpowerfulpowerlesstoinfluenceanorganization’sperformanceultimatelyresponsiblefororganizationaloutcomesTHEORGANIZATION’SCULTUREThecultureofanorganizationisanalogoustothe_____________ofanindividual.skillspersonalitymotivationabilityAllorganizationalculturesconsistofeachofthefollowingexcept_________.sharedvaluesprinciplesinnovationtraditionsOrganizationalcultureisconcernedwithhowmembersperceivetheorganization,notwhetherthey__________.liketheorganizationliketheirpeersliketheirbossesliketheircustomersStrongcultures_____________.arefoundinorganizationswithhighemployeeturnoverhaveaminimalinfluenceonemployeedecisionmakingcanbefoundinallorganizationsthatexisthaveagreaterinfluenceonemployeesthandoweakculturesEmployeesinorganizationswithstrongcultures_______________.aremorecommittedtotheirorganizationsaremorelikelytoleavetheirorganizationsaremorewillingtoperformillegalactivitiesaremorelikelytofollowdirectivesfrompeersWhichofthefollowingphrasesisassociatedwiththedefinitionoforganizationalculture?individualresponsesharedmeaningdiversityofthoughtexplicitdirectionsWhichofthefollowingisnotconsideredtobeadimensionoforganizationalculture?attentiontodetailpeopleorientationpurchasingpoliciesaggressivenessWhichofthefollowingdimensionsoforganizationalcultureisdefinedasthedegreetowhichanorganization’sactionsanddecisionsemphasizemaintainingthestatusquo?stabilityoutcomeorientationteamorientationinnovationandrisktakingAcompanywhosemanagersfocusonresults,ratherthanhowresultsareachieved,mostlikelypossessesahighdegreeofwhichofthefollowing?outcomeorientationpeopleorientationteamorientationaggressivenessSonyCorporation’sfocusonproductinnovationisanexampleofwhichofthefollowingdimensionsoforganizationalculture?attentiontodetailpeopleorientationoutcomeorientationaggressivenessWhichofthefollowingmostaccuratelyreflectsthedifferencebetweenstrongculturesandweakcultures?Strongculturestendtoencourageemployeeinnovation,whileweakculturesdonot.Weakculturesarefoundinmostorganizations,whereasstrongculturesarerelativelyrare.Strongcultureshavelessofaninfluenceonemployeebehaviorthandoweakcultures.Companyvaluesaremoredeeplyheldandwidelysharedinstrongculturesthaninweakcultures.Corporate___________arerepetitivesequencesofactivitiesthatexpressandreinforcethevaluesofanorganization.languagesritualssymbolsceremoniesWhichofthefollowingrepresentsthemostsignificantwaysthroughwhichcorporateculturesaretransmittedtoemployees?rituals,myths,competitions,andlanguagesymbols,rituals,language,andbusinesssystemsstories,rituals,symbols,andlanguagelanguage,stories,rituals,andrewardsWhenemployeesatMicrosoftusetermssuchasworkjudo,eatingyourowndogfood,andflatfood,theyareusingorganizational__________.languagesritualssymbolsceremoniesMostorganizationshave____________cultures.veryweakweaktomoderatemoderatemoderatetostrongTheoriginalsourceofanorganization’scultureusually________________.issharedamongthefirstworkershiredintotheorganizationisformulatedbytheboardofdirectorswhentheorganizationisformedidentifieswhattheorganizationissuccessfuldoingreflectsthevisionormissionoftheorganization’sfounderOrganizational_____________typicallycontainnarrativesaboutsignificanteventsorpeopleintheorganization.storiesritualschartsmaterialsymbolsAllofthefollowingarementionedinthetextbookasexamplesofmaterialsymbolsexcept____________.employeedressattiresizeofemployeeofficesavailabilityofstockoptionsreservedparkingspacesforcertainemployeesThelinkbetweenorganizationalvaluesandmanagerialbehavioris_____________.usuallyuncertainfairlystraightforwardoftenhighlycomplexrelativelydynamicInlearninganorganization’sspecificlanguage,membersaredisplayingtheir_________________.willingnesstocommunicatewiththeorganization’sstockholdersconfidencethattheywillsoonbepromotedtogreaterresponsibilitywillingnesstohelppreservethecultureoftheorganizationconsenttosharematerialsymbolswiththeothermembersoftheorganizationAnorganization’scultureaffectsmanagersby______________.providingthemwithadditionaldecision-makingpowerrestrictingthemfromdiscipliningcertainemployeesencouragingthemtobendorevenbreakcompanyrulesestablishingwhatisappropriateandexpectedbehaviorCURRENTORGANIZATIONALCULTUREISSUESFACINGMANAGERSWhichofthefollowingismostlikelytohaveahighlyethicalorganizationalculture?ahighlyaggressive,competitivebusinessacompanywithhighrisktoleranceabusinessthatfocusesstrictlyonoutcomesabusinesswithoutgoingandfriendlyemployeesToencourageethicalcultures,managersshould_________________.enforcestrictdisciplinepoliciesencourageemployeestocompeteactintheirownself-interestserveasvisiblerolemodelsAcompanythatprimarilyvaluesastrongsenseofpurposethroughmeaningfulworkhasa(n)_________________organizationalculture.spiritualcustomer-responsiveethicalinnovativeConscientiousemployeeswithgoodlisteningskillsarehighlyvaluableforbuildinga(n)_________________organizationalculture.ethicalinnovativecustomer-responsivespiritualAninnovativeorganizationalcultureischaracterizedbyallofthefollowingcharacteristicsexcept_________________.freedomconformitydebatesrisktakingWorkplacespiritualityhasbecomeimportantinthecontemporaryworkplacebecauseithelpsto_________________.reduceunemploymentratesboostcompanyprofitsrestoreasenseofcommunitybringreligionintobusinessWhichofthefollowingismostcharacteristicofanorganizationwithastrongspiritualculture?Employeesareencouragedtoexpressthemselves.Suchcompaniesexperiencehighemployeeturnover.Employeesarerewardedforinnovationandrisktaking.Employeesarerequiredtojoinorganizedreligions.Whichofthefollowingbestcharacterizestherelationshipbetweenspiritualityandbusinessprofitability?Evidenceshowsthatspiritualityandbusinessprofitabilityareincompatible.Limitedevidencesuggeststhatspiritualitymaybecompatiblewithprofitability.Researchshowsthatworkplacespiritualityconstrainsemployeeperformance.Highproductivityhasbeenextensivelydocumentedinspiritualworkplaces.THEENVIRONMENTExternalenvironmentrefersto_________________.forcesoutsidetheorganizationthatlimittheorganization’sperformancefactorsandforcesoutsidetheorganizationthataffecttheorganization’sperformanceforcesandinstitutionsinsidetheorganizationthataffecttheorganization’sperformanceforcesinsidetheorganizationthatincreasetheorganization’sperformanceAccordingtothetextbook,the_______________environmentincludesthoseconstituenciesthathaveadirectandimmediateimpactonmanagers’decisionsandactionsandaredirectlyrelevanttotheachievementoftheorganization’sgoals.generalspecificsecondaryforwardAnorganization’sspecificenvironment________________.isuniqueandchangeswithconditionsisthesameregardlessoftheorganization’sageisdeterminedbythetoplevelofmanagementmustbequantifiedtoestablishitsexistenceThemainforcesthatmakeupanorganization’sspecificenvironmentare__________.suppliers,legislators,customers,andemployeescustomers,suppliers,competitors,andpressuregroupsemployees,competitors,pressuregroups,andregulatorssuppliers,employees,competitors,andlegislatorsOrganizationsexisttomeettheneedsofwhichofthefollowingconstituencies?customerslegislatorssupplierscompetitorsWhenyouthinkofanorganization’ssuppliers,you________________.knowthattheyarethemaincustomersoftheorganizationtypicallythinkofgovernmentsthatpassthelawstheorganizationmustfollowknowthattheyarelocatedclosetotheorganizationitselftypicallythinkintermsoforganizationsthatprovidematerialsandequipmentManagersseektoensureasteady__________________.cashflowfromstockholdersintotheorganizationflowofneededinputsatthelowestpriceavailableflowofcustomersatthecompany’soutletstoreflowofsupplierstokeepthecompetitionamongsuppliersatapeakEachofthefollowingisconsideredanorganizationalsupplierexceptprovidersof__________________.financialinputslaborinputsmaterialspoliticalpressureTheInternetishavinganimpactondeterminingwhomanorganization’scompetitorsarebecauseithas_____________.definedthecommonmarketsfororganizationsmadecertainproductsinvaluabletocustomervirtuallyeliminatedtheneedforshoppingmallsvirtuallyeliminatedgeographicboundariesForacompanysuchasWaltDisneyWorldinFlorida,abankwouldbeanexampleofwhatkindoffactorintheirspecificenvironment?competitorsupplierspecial-interestgroupgovernmentagencyWhichofthefollowingisnotanexampleofaspecificenvironmentalfactor?populationdemographicspoliticalconditionsfederallawsalloftheaboveFororganizationssuchashospitals,whichhirenurses,thelaborunionandthelocallabormarketareexamplesofwhichofthefollowingspecificenvironmentalfactors?competitorandsuppliercustomerandpressuregroupbothareexamplesofsuppliersbothareexamplesofpressuregroupsTypically,thespecificorganizationalenvironmentincludeswhichofthefollowing?economicfactorspoliticalconditionstechnologicalfactorscompetitorsUnitedParcelServicerepresentswhichofthefollowingtotheU.S.PostalService?competitorsuppliercustomergovernmentagencyThegeneralenvironmentfactorofeconomicconditionsconsistsofallofthefollowingexcept_______________.legislationrecentlypassedbyCongressinterestrateschangesindisposableincomestockmarketfluctuationsSocioculturalconditionsconsistof_______________.demographicprofilesofanorganization’ssupplierslegalissuesasdeterminedbycourtdecisionsthelevelofunemploymentandrealeconomicincomesofworkerschangingexpectationsandvalueswithinsocietyToanationalbroadcastnetworksuchasNBC,yourhomeDVDplayerisconsidereda_____________.customersupplierspecial-interestgroupcompetitorGroupssuchasMothersAgainstDrunkDriving(MADD)areexamplesofwhatfactorinthespecificexternalenvironment?competitorspressuregroupscustomersgovernmentagenciesTypically,thegeneralorganizationalenvironmentincludeswhichofthefollowing?politicalconditionsbusinessplansstakeholderssuppliersComparedtothespecificenvironment,whichofthefollowingisanaccuratestatementaboutthegeneralenvironmentofanorganization?Ithaslessimpactontheorganization’soperations.Ithasmoreimpactontheorganization’soperations.Ithasaboutthesameimpactonanorganization’soperations.Itispredominantlytheconcernofuppermanagement.Whichofthefollowingisnotacomponentofanorganization’sgeneralenvironment?economicconditionspoliticalconditionssocialconditionsindustryconditionsInterestrates,inflationrates,andstockmarketfluctuationsareallexamplesofwhatfactorinanorganization’sgeneralenvironment?economicpoliticalsocialtechnologicalTheAmericanswithDisabilitiesActof1990isanexampleofa__________.sociolegalconditionpolitical/legalconditionpolitical/sociologicalconditionsocioculturalconditionAdecreaseincontributionsfromthepublictotheUnitedWaycharityismostlikelytheresultofwhichofthefollowinggeneralenvironmentalfactors?politicalsocialtechnologicaleconomicWhichofthefollowinggroupsincludesindividualswhowerebornbetweentheyears1946–1964?theDepressiongrouptheWorldWarIIgroupthebabyboomersGenerationXThemembersofwhichofthefollowinggroupsarebehavinginfundamentallydifferentwaysthatarelikelytogreatlyimpactorganizationsandmanagers?theDepressiongrouptheWorldWarIIgroupthebabyboomersGenerationYAutomationrepresentsanexampleofa(n)__________generalenvironmentalfactor.technologicaldemographicpolitical/legaleconomicWhichofthefollowinghasbeenthemostrapidlychangingcomponentinanorganization’sgeneralenvironment?globaleconomicsocialtechnologicalWhichofthefollowingbestrepresentsaglobalgeneralenvironmentalfactor?increasedsurveillanceeducationlevelselectronicmeetingsinternationalmarketsWhichofthefollowingarethetwodimensionsofenvironmentaluncertainty?degreeofchangeanddegreeofcomplexitydegreeofchangeanddegreeofvolumedegreeofcomplexityanddegreeofimpactdegreeofimpactanddegreeoftimingIfthecomponentsofanorganization’senvironmentchangefrequently,theorganizationisoperatingina__________environment.disruptivediversedynamicdifficultManagerstrytominimize__________becauseitthreatensorganizationalductdevelopmentuncertaintypricechargesthenumberofsuppliers__________areanyconstituenciesinanorganization’sexternalenvironmentthatareaffectedbytheorganization’sdecisionsandactions.StockholdersPressuregroupsSuppliersStakeholdersDegreeof_______________referstothenumberofcomponentsinanorganization’senvironmentandtheextentoftheknowledgethattheorganizationhasaboutthosecomponents.stabilityopennesscomplexitytransitionThefirststepofmanagingexternalstakeholderrelationshipsistoidentifywhomthestakeholdersare.Thesecondstepisto_________________.determinewhatspecificapproachshouldbeusedtomanagethestakeholderrelationshipdeterminewhatthecourtsmightdowhenstakeholderfilesaclaimagainsttheorganizationdeterminewhatparticularinterestsorconcernsthesestakeholdersmighthavedeterminehowmanystakeholdersthereareineachstakeholdergroupScenariosandQuestionsForeachofthefollowing,choosetheanswerthatmostcompletelyanswersthequestion.THEMANAGER:OMNIPOTENTORSYMBOLIC?ApexConstructionhashiredWendellPhillipstoprovidemanagementconsultingfortheorganization.Wendell’sfirstassignmentinvolveshelpingthecompanytoimproveproductivitybyrecommendingwaystostrengthenmanagers’supervisoryskills.Wendellnoticesthatthecompany’stopexecutivesshareabeliefthatmanagersaredirectlyresponsiblefortheorganization’ssuccessorfailure.Thisbeliefreflectsa(n)______________viewofmanagement.traditionalomnipotentstandardsymbolicWendellinterviewsmanymiddle-levelmanagersanddiscoversthattheyshareadifferentviewofmanagement.Theseindividualsbelievethatexternalfactorsconstrainmanagers’influenceoveroutcomes.Themid-levelmanagershavea_____________viewofmanagement.traditionalomnipotentstandardsymbolicTHEORGANIZATION’SCULTURECorporateTakeover(Scenario)ToddworksforSeaLanTech,anenvironmentalconsultingfirmthathasjustbeenpurchasedbyZerex,Inc.,abiomedicalresearchorganization.BasedonhisearlyencounterswiththenewuppermanagementfromZerex,ToddfeelsthatSeaLanisa“l(fā)ower-key,friendlier”organization.HeisconcernedthatthenewcompanywilleliminateSeaLan’soldculture,andhedoesnotliketheprospects.IfyouweretalkingwithToddandaskedhimwhatthetermculturemeant,hewouldreplythat,basically,itis_________________.theformalrulesofanorganizationthenationalityoftheworkersinthecompanyasystemofsharedmeaningasystemthatreflectsdiversityandrespectfordifferencesToddisconcernedwiththedegreetowhichmanagersfocusonresultsoroutcomesratherthantechniquesandtheprocessesusedtoachievethoseoutcomes.Heisconcernedwith_____________.stabilityaggressivenessteamorientationoutcomeorientationToddnoticesthatmanagementisveryconcernedwiththeeffectsofoutcomesonpeoplewithintheorganization.Thisisreferredtoas_____________.stabilityaggressivenessteamorientationpeopleorientationToddisassessingtheorganization’s_____________,thedegreetowhichorganizationalactivitiesemphasizemaintainingthestatusquoincontrasttogrowth.stabilityaggressivenessteamorientationoutcomeorientationToddhasbeenlearningthesevendimensionsoforganizationalculture.Whichofthefollowingisnotoneofthosesevendimensions?stabilityaggressivenessmemberorientationoutcomeorientationChangingOrganizationalCulture(Scenario)Maryhasbeenaskedbythecompanypresidenttochangetheorganizationalculturetoreflectthecompany’sneworganizationalgoals.Asexecutivevicepresident,shecertainlyunderstandsthegoals,butisreallynotsurethatsheunderstandswhattodoabouttheculture.Maryaskedemployeesiftheyknewwhatconstituted“goodemployeebehavior.”Shefoundthatveryfewunderstood,andmosthadavarietyofideas.Thisisoneindicationthathercompany_______________.hasastrongculturehasaweakculturehasnoculturemusthavehighturnoverMaryalsofoundoutthatinordertobuildastrongnewculture,sheshoulddoallbutwhichofthefollowing?hireemployeeswhofitinwiththecompany’sculturedevelopsocializationpracticestobuildcultureencourageahighturnoverrateamongemployeeshavemanagementmakeorganizationalvaluesclearMarywassurprisedtofindthatmostorganizationalculturesare____________.weakweaktomoderatemoderatetostrongstrongTHEENVIRONMENTEnvironmentalConstraints(Scenario)Itissafetosaythatmanagersdonothavecompletecontroloverorganizationaloutcomes;theenvironmenthasasignificantimpact.However,therearedifferentenvironmentalfactorsthatshapeamanager’sworklife.Asamanager,ifyouwereworkinginanindustrythatwasdependentonrapidlychangingsoftwaretechnologies,withmanynewcompaniescompetingforthesamecustomers,youwouldbeworkinginwhatkindofenvironment?generalstaticstabledynamicPoliticalconditions,whichincludeattitudesthatofficialsholdtowardspecificindustries,fallwithinanorganization’s_____________environment.globalinternalcompetitivegeneralTheElection(Scenario)Atthepresenttime,yourorganizationisfacedwithmanychanges.OneoftheseistheelectionofanewpresidentandCongress.Anotherconcernsnewrequestsfromcustomersforchangestothelookofyourproductdesign.Athirdinvolveschangesintheagesandeducationlevelsofyourcustomerbase.Yourcustomershavealsorecentlyexpressedadesiretohaveyourproductmanufacturedusinganewlydiscoveredtypeofplastic.ThechangesinthepresidencyandCongressrepresentwhichofthefollowingenvironmentalfactorsforyourorganization?generalenvironmentspecificenvironmentpressuregroupcustomersThechangeinhowcustomerswantyourproducttolookindesignisanexampleofwhichofthefollowingtypesoffactors?political/legalspecificenvironmentglobaldemographicThechangesintheagesandeducationlevelsofyourcustomersareanexampleofwhichofthefollowingconditions?economicpolitical/legaldemographictechnologicalTherequesttohaveyourproductmanufacturedusingnewlydiscoveredplasticsismostlikelytheproductofwhichofthefollowing?economicconditionspolitical/legalconditionssocioculturalconditionstechnologicalconditionsTheNewMedicalProduct(Scenario)Youareamanagerofmarketingforyourcompany.Thecompanyisplanningtointroduceanewmedicalproductthathasstirredupcontroversyamongcertainpublicgroups.Membersofyourresearchanddevelopmentdepartmenthavepointedoutthatthecompanyhasahistoryofintroducingcontroversialproductssuccessfully.Membersofyourmarketingstaffrespondbyemphasizingthatthisproductismorecontroversialthananyproductintroducedpreviously.Thepublicgroupsthatopposetheintroductionofthenewmedicalproductareknownaswhichofthefollowing?servicegroupsdefensegroupspressuregroupsinformalgroupsThecompanyplanstointroducethenewproductintoaparticularsegmentofitsmarket.Thissegmentrepresentswhichofthefollowingtotheorganizationasawhole?generalenvironmentspecificenvironmentpolitical/legalconditionsocioculturalconditionOperatingWithintheEnvironment(Scenario)Theenvironmentplacesconstraintsonthebehaviorofmanagers.Supposeyouarethemanagerofarealestateofficetryingtomaximizeprofits.Youattempttounderstandtheforceswithinyourorganization’senvironment.Ifthemortgageinterestratesincrease,thiswouldbeanexampleofchanging____________inyourgeneralenvironment.economicconditionspoliticalconditionscompetitionsocialconditionsThecustomercomponentofyourspecificenvironmentmostlikelyc