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Organizational Performance
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Environmental dynamism, along with environmental change and environmental uncertainty, serves a significant role in organizations. The definition of environmental dynamism is the “degree to which important environmental components change” (Griffin & Moorehead, 2012, p. 471). The dynamics of an environment can influence the types of environment, leadership styles, and management controls of organizations. Therefore, it is important to understand how organizations are impacted by environmental dynamics in order to ascertain the most effective ways for organizations to perform.
The dynamics of an environment are influenced by two types of environments: stable environments and unstable environments. Environmental stability occurs when “competitive forces within each country’s economic system vary, each economy remains strong” (Griffin & Moorehead, 2012, p. 472). Stable environments are found in “many cultures…[such as] the economies of Sweden and the United States” (Griffin & Moorehead, 2012, p. 472). On the other hand, environmental instability occurs when “far-reaching changes in the economic and management philosophies of [certain] countries make their environments far more dynamic” (Griffin & Moorehead, 2012, p. 472). Unstable environments are found in “other countries [which] are much more dynamic… [such as] France [whose] policies on socialism versus private enterprise tend to change dramatically with each election” (Griffin & Moorehead, 2012, p. 472). Stable environments and unstable environments impact certain aspects of organizations. For instance, the performance of organizations is dependent on the stability, or instability, of the environment. In an article written about organizational performance it was found that perform...
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...ason, OH: South-Western/Cengage Learning.
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Environmental – External environmental factors are forces or trends that can affect a business whether it is an opportunity, threat, or constraint. They can be divided into three interrelated subcategories of remote, industry, and operating environments. The remote environment includes factors beyond a company’s operating situation such as the economic, social, political, technological, and ecological factors. The industry environment includes factors that have more of a direct influence on a company’s business such as entry barriers, competitor rivalry, the availability of substitutes, and the bargaining power of buyers and suppliers.
14) Bettina B. F. Wittneben, (2012) Climate Change and the Emergence of New Organizational Landscapes. Sage Journals. vol. 33 no. 11
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(2014) is “the way in which leaders interact, make decisions, and influence others in the organization” (p 237). The culture needs to foster cooperation from all areas of an organization, while providing the ability for adaptation and growth. Not all organizations culture will be the same, there is not a correct one that can blanket all organizations to cozy success. (3) Talent Systems. Human capital drives all organizations, the right people need to be in the right jobs with the correct opportunities for growth and advancement. There must be a constant search for strategic thinkers and leaders able to step up with called upon. The authors mention “Talent Sustainability” (p. 248), there must be enough qualified employees ready to move up so the organization will not stall while searching for others to replace others due to attrition, or other opportunists. (4) Organizational Design, must take a number of variables into account while providing structure to an organization. Hughes et al. (2014) state “the design of the organization is a trade-off between options, each with advantages and disadvantages” (p 253). The correct design can help clear the hierarchy of an organization and the proper channels for
Newman, J. (2012). An organisational change management framework for sustainability. Greener Management International, 57, 65–75.
Perrin, C. (2010). LEADER VS. MANAGER: WHAT'S THE DISTINCTION? The Catalyst, 39(2), 6-8. Retrieved from http://search.proquest.com/docview/610477001?accountid=12085Stevenson, W. J., (2012), Operations Management (11th ed). New York, N.Y.: McGraw-Hill.
Paul Lawrence and Jay Lorsch, excerpts from Organization and Environment. Cambridge: Harvard Business School, 1967, pp. 1-20; 23-53; 84-108.
The contemporary business environment is dynamic, ever-changing and increasingly competitive. Their is potential for success, but even more for failure. Businesses are heavily influenced by the changing organisational environment and this intern creates much uncertainty for managers and organisations. With increasing uncertainty in the external environment, the more important it is that managers engage in continual planning. (Robbins 2012 p. 32) Businesses must be flexible and evolve in accordance with their external environment.
Tannenbaum, R & Schmidt, W 1973, ‘How to choose a leadership pattern’, Harvard Business Review (p. 298 of Robbins et al Management: The Essentials)
...ople for stability. In this todays modernised world, change has become inevitable and there is no doubt that change has to occur in order to survive and achieve success through a number of ways such as focusing on internal strengths, exploiting external forces and making potential threats into opportunities. In the long run, there are clearly more benefits rather than disadvantages because change does not have to be met with negativity. It needs to be embraced through cooperation between managers and employees, clear organisational culture and rewards that improve performance that are not based on tightly structured procedures. Ultimately, overcoming the difficulties of organisational change shows how management systems and people rewarded for stability is not just black and white but is shades of grey and how it is approached will determine its success or failure.
Environmental scanning is the process of gathering information about events and their relationships within an organization's internal and external environments. The basic purpose of environmental scanning is to help management determine the future direction of the organization (Barnat, 2004). For a business to succeed, it is important to study the business environment of the firm that consists external and internal influences that affect the firm’s decisions and performance (Grant, 2010). Environmental scanning includes the assessment of Macro and Micro environmental analysis.
When I think of the perfect place, I imagine a cascading waterfall, a vast forest, a stunning mountainside, or a warm sunset on the beach. I look up around me, mesmerized by the vastness of the natural world and breathe in the fresh air. Over the course of my life, I have come to respect the environment and the earth’s natural surroundings in ways that most others do not in the industrialized and technological era of today. I can appreciate the beauty of the Earth and of all the different landscapes and organisms that surround me. The way in which I value and treasure the environment has evolved just as I have. I see the environment as something to be preserved and admired, not destroyed or exploited. My relationship with the environment is
It is apparent that the only thing constant in business is change. Organizational change is often an overwhelming challenge for business leaders, managers and employees alike. The need for change may be the result of market shifts, economic environment, technology advancements or changing work force skill-set demands. Today Organizational change occurs for reasons that originate external to the organization (Chandler, 1996: Hannan & Freeman, 1984), as well as internal to the organization (Baker 1990: Prechel 1994). Thus, External constraints, internal constraints, resource dependency and increasingly growing competitive markets force organizations to change in order to maximize economic potential. Although organizational changes are usually a response in reaction to an event, companies and leaders should still expect to encounter issues. Organizations need to be more proactive and contingent on how to handle the problems that will inevitably come about. This will make the process of organizational change go smoothly as well as reduce resistance through proper management techniques. Resource dependency argues that both environmental and organizational constraints impact organizational change (Pfeffer & Salancik, 2003).
The importance of Environmental Analysis lies in its usefulness for evaluating the present strategy, setting strategic objectives, and formulating strategies. The political environment can affect organizations. Political components influence buyer certainty and purchaser and business spending. Stability of the political environment is essential for organizations to enter new markets.
Environmental factors affect an organisation in 2 ways. They set limits and pose threats and they also provide opportunities and challenges. A change in the government export policy may suddenly threaten an export oriented organisation. A reduction in the rate of interest may provide cheap finance to an organisation.