16. Managers often do a poor job of identifying potential

16. Managers oftendo a poor job of identifying potential competitors.
17. Buyer dependence is the degree to which acompany relies on a supplier because of the importance of the supplier’sproduct to the company and the difficulty of finding other sources of that product.
18. A decrease in either buyer dependence orsupplier dependence can lead to opportunistic behavior.
19. Advocacy groups are typically composed ofconcerned citizens who have a strong feeling about a common issue even thoughthe members’ viewpoints differ significantly.
20. The three techniques used by advocacy groupsto influence companies are public communications, media advocacy, and productboycotts.
21. Advocacy groups cannot directly regulateorganization practices.
22. Because external environments can be dynamic,confusing, and complex, managers use a three-step process to make sense of thechanges in their external environments. Those steps are (1) environmentalscanning, (2) interpreting environmental factors, and (3) acting on threats andopportunities.
23. Managers can make sense of their changingexternal environments by completing all three of the following steps:environmental scanning, interpreting environmental factors, and acting onthreats and opportunities.
24. Organizational culture refers to the set ofkey values, beliefs, and attitudes shared by organizational members.
25. A primary source of organizational culture isthe company founder.
26. After the company founders are gone, storiesand heroes can help to sustain the founder’s values, attitudes, and beliefs inthe organizational culture.
27. Organizational heroes can be used to makesense of organizational events and changes.
28. Extensive research demonstrates clearly thatorganizational culture is strongly related to organizational success.
29. Successful organizational cultures seem to bebased solely upon consistency (i.e., “strength” of the organizationalculture).
30. The term behavioral multiplication refers tothe process of having managers and employees perform new behaviors that arecentral to and symbolic of the new organizational culture that a company wantsto create.
31. When used together, the combination ofbehavioral substitution, behavioral addition, and changing visible artifacts isextremely likely to achieve the desired changes in organizational culture.