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Chapter 2

Across
The shared values, principles, traditions, and ways of doing things that influence the way organizational members act
Any equipment, tools, or operating methods that are designed to make work more efficient
The degree of change and complexity in an organization’s environment
The view that much of an organization’s success or failure is due to external forces outside managers’ control
Down
The number of components in an organization’s environment and the extent of knowledge that the organization has about those components
An economic environment in which asset owners share with other individuals through a peer-to-peer service, for a set fee, their underutilized physical assets or their knowledge, expertise, skills, or time
Factors, forces, situations and events outside the organization that affects its performance.
The view that managers are directly responsible for an organization’s success or failure
Cultures in which the key values are deeply held and widely shared
Any constituencies in an organization’s environment that are affected by that organization’s decisions and actions
The characteristics of a population used for purposes of social studies