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The document discusses how organizations adapt to their external environment. It describes the different sectors that make up an organization's environment and how environmental uncertainty and complexity influence organizational structure and responses. Organizations establish linkages, use organic structures, and differentiate departments to coordinate responses under conditions of high environmental complexity and uncertainty.
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The document discusses strategies for sustainability through a framework called DQE (Design, Quality, Environment). It provides an overview of strategic analysis, including analyzing the external environment, identifying internal resources and capabilities, and formulating strategies based on unique resources that are difficult for competitors to imitate. The DQE approach leads to strategies that combine design, quality and environmental considerations to create competitive advantage and ensure long-term sustainability.
Organizational structure
The document discusses organizational design and different types of organizational structures. It describes how contingency factors like strategy, external environment, technical processes and size influence organizational design. It also explains functional, divisional, hybrid, matrix and evolving organizational forms like self-managing teams and virtual organizations. International and ethical aspects of organizational design are also covered.
2011.02.cesa politics 02
The document discusses key concepts in organizational theory, including:
- 9 cornerstones of organizational theory: goals, work, power/authority, size/complexity, design, environment, adaptation, technology, communication
- Types of organizations like service, production, government, and non-profits
- How organizational characteristics relate to each other and influence effectiveness
Organizational Structures (on the basis of functions & Divisions)
Organizational structures can be based on functions, divisions, products, geography or markets. The key factors that influence organizational design include size, environment, strategy, technology, history, customers, processes, people, and geography. An organization's structure must support its strategy and arrange resources efficiently. Common structures include functional, divisional, geographic, market, and hybrid forms. The structure should be designed based on contingencies to maximize organizational effectiveness.
Otd ch-4-external-environment
Resource dependency refers to the concept that organizations are dependent on external entities for important resources and inputs. Organizations must establish relationships and linkages with other organizations in their environment in order to access vital resources like materials, funding, customers, etc. This creates interdependence between organizations as they seek to balance obtaining necessary resources while maintaining their autonomy and independence.
Business environment
The document discusses the business environment and its impact on organizations. It defines the business environment as external forces that influence organizational decisions, operations, and access to resources. The environment includes factors inside and outside an organization that affect its behavior. Organizations must adapt to changes in their environment in order to survive. The environment can provide opportunities but also threats. The document outlines the macro environment (political, economic, social, technological, ecological, and legal forces outside an organization's control), the micro/industrial environment (customers, suppliers, competitors that an organization can influence), and how understanding the environment is important for strategy, opportunities, and threats.
Organizational Citizenship Behaviour of Globally Distributed Teams
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GLOBAL CONFERENCE ON BUSINESS AND ECONOMICS, GLOBE 2018
Strategic Flexibility as a Key to Innovativeness: Theoretical Framework, Globe 2018, 120-131
Dmytro Shestakov
The article reveals the main strategic changes of the competitive environment, the necessity of flexibility in the new competitive conditions are determined. Flexibility in its various forms has
long played an important role in the organizational change and strategy literature. The theoretical approaches to the definition of the concept of "flexibility", "strategy", "strategic flexibility" are
revealed. Various kinds of flexibility of the company and levels of strategic flexibility are reviewed. With the changed dynamics in the new competitive landscape, firms face multiple discontinuities that often occur simultaneously and are not easily predicted. The article substantiates that managers and government policy makers are encountering major strategic discontinuities that are changing the nature of competition. Firms must be flexible to manage discontinuities and unpredictable change in their environments. Flexibility has been a characteristic of an organization that makes companies less vulnerable to unforeseen external changes or puts it in a better position to respond successfully to change. Strategic flexibility may increase innovation performance of a firm.
Advances In Global
Business And Economics
Proceedings of the GLOBE Conference
in Sarasota, USA, June 4-8, 2018
Editor
Dr. Cihan Cobanoglu
M3 Center
University of South Florida Sarasota-Manatee
USA
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Running head: discussion Board 2 1
discussion Board 2 7Discussion Board 2: Chapter 4 Question
Liberty University - BUSI 610
Discussion Board 2: Chapter 4 QuestionChapter 4: Is changing the organization's domain a feasible strategy for coping with a threatening environment?
Daft (2016) defines the organizational environment as “everything that exists outside the boundary of the organization and has the potential to affect all or part of the organization” (p. 142). The organizational environment can affect performance, operations, employees, and resources. Typically, organizational environments encompass a wide variety of interconnected elements, such as competitors, customers, government regulations, economic conditions, technological innovations, and numerous other entities and factors (Fang & Chen, 2016). These factors are categorized into two environments: internal and external.
Internal organizational environments are those entities and factors within the organization that influences organizational activities. Internal organizational environments are increasingly mirrored in implementation frameworks, focusing on intra-organizational constructs like structure, leadership, and social context (Birken, et al., 2017). Factors such as employee and leadership behavior, the organization's culture, morale, and organizational mission, vision, and values are frequently considered part of the internal organizational environment. These factors can often reveal the strengths and weaknesses found within the organization.
External organizational environments are those entities and factors outside the organization that influences organizational activities and direction. External organizational environment factors may refer to the numerous social, legal, economic, business factors including customers and competition among several other factors (Gorla, Chiravuri, & Chinta, 2017). The organization has little to no control of the external environment factors; however the operating environment may have a direct and immediate impact on the activities, direction, growth and survivability of the organization.
The external organizational environment includes its domain. “An organization’s domain is the chosen environmental field of action” (Daft, 2016, p. 142). The organization’s domain is the area an organization chooses to operate and interact for products, services, and markets served (Daft, 2016). Domain is the organization's operational specialty and outlines the external sector the organization will engage with to accomplish its goals (Daft, 2016). The domain the organization chooses to operate in can be a large field; however, it is beneficial for the organization to have a focused specialty. The organization’s domain is not an unchanging stationary, rigid environment. The organization’s domain can change and expand frequently, in order to grow, remain competitive, and increase profit.
The organization’s domain is divided into seve.
Environmental appraisal
This document discusses environmental appraisal and business environment. It defines environment and describes the characteristics and types of business environment, including internal and external factors. The external environment is further divided into micro and macro factors. The roles of government in the business environment are regulatory, participative, and protective. Key sectors of the business environment are also outlined such as economic, international, market, political, regulatory, socio-cultural, supplier, and technological. The document also discusses environmental scanning, approaches to scanning, and SWOT analysis.
Environmental factors & business
The document discusses business environment and its factors. It defines business, environment, and business environment. It explains that business environment refers to external forces influencing business decisions, including social, political, economic, and technological factors outside a business's control. The document outlines various internal and external environmental factors that affect a business, categorizing external factors as micro (e.g. customers, suppliers) and macro (e.g. political, economic, social). It concludes that environmental factors significantly impact businesses and must be considered when analyzing changes to implement.
Sustaining a Competitive Advantage in these Interesting Times: An Evidence-Ba...
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MBA MCO101 Unit 3 Lecture 4 20080622
The document discusses concepts related to organizational environments and culture. It explains that changing environments can affect organizations and describes the four components of the general environment and five components of the specific environment. It also discusses how organizational cultures are created and how they can help companies be successful.
Environmental context for OB
It includes Role of IT, Globalization, Diversity in workplace & its implementation, and Business Ethics & Ethical Behavior.
Session 06 - External analysis.pptx
This document discusses strategic analysis of the external environment. It provides an overview of tools for assessing the nature of the organization's environment and scanning environmental influences. These include analyzing the general, industry, and competitive environments. Key frameworks covered are PESTEL analysis, Porter's five forces, and the SWOT analysis. SWOT involves identifying internal strengths and weaknesses and external opportunities and threats. It is used to formulate strategies by matching strengths to opportunities and threats, and weaknesses to opportunities and threats.
The Theory Of Organizational Change
The document discusses organizational change and the importance of change for organizations to adapt and succeed. It notes that change can alarm members of a system but is crucial for organizations. When implementing change, leaders may underestimate consequences, potentially resulting in failure. For change to succeed, especially in today's fast-paced business world, companies should educate employees to understand and support change. The document reviews literature on theories of organizational change from 1987 to 1999.
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Lingkungan
- 1. LINGKUNGAN
- 5. Organizational Departments Differentiate to Meet Needs of Sub-environments President R & D Division Sales Division Manufacturing Division Market Sub-environment Customers Advertising Competitors agencies Distribution system Manufacturing Sub-environment Labor Raw Suppliers materials Production equipment Scientific Sub-environment Scientific Research journals centers Professional associations
- 7. Contingency Framework for Environmental Uncertainty and Organizational Responses Uncertainty ENVIRONMENTAL CHANGE STABLE ENVIRONMENTAL COMPLEXITY UNSTABLE SIMPLE COMPLEX Low Uncertainty 1. Mechanistic structure; formal, centralized 2. Few departments 3. No integrating roles 4. Current operations orientation; low speed response High-Moderate Uncertainty 1. Organic structure, teamwork; participative, decentralized 2. Few departments, much boundary spanning 3. Few integrating roles 4. Planning orientation; fast response High Uncertainty 1. Organic structure, teamwork; participative, decentralized 2. Many departments differentiated, extensive boundary spanning 3. Many integrating roles 4. Extensive planning, forecasting; high speed response Low-Moderate Uncertainty 1. Mechanistic structure; formal, centralized 2. Many departments, some boundary spanning 3. Few integrating roles 4. Some planning; moderate speed response
- 14. Relationship Between Environmental Characteristics and Organizational Actions Environmental domain (ten sectors) High complexity Establishment of favorable linkages: ownership, strategic alliances, cooptations, interlocking directorates, executive recruitment, advertising, and public relations Organic structure and systems with low formalization, decentralization, and low standardization to enable a high-speed response Many departments and boundary roles Greater differentiation and more integrators for internal coordination High uncertainty High rate of change Scarcity of valued resources Resource dependence Control of the environmental domain: change of domain, political activity, regulation, trade associations, and illegitimate activities Environment Organization