4. The Emery-Trist Model/Levels of Organisational Environments
(1965)
The Emery-Trist levels of
organizational environments include
four main organizational types:
• The placid, randomized env:
refers to the most simple form of
organizational environment in
which resources, goals, and values
are distributed random and
remain unchanging.
• The placid, clustered env: refers
to the semi-complex form of
organizational environment in
which resources, goals, and values
are unchanging and located in
clusters.
5. • The disturbed, reactive
environment: refers to scenarios
in which multiple social systems
dominate the same environments,
and the social systems are
dependent on one another.
• The turbulent field env: refers to
chaotic scenarios in which there
are no clear cause and effect
relationships between the
organizational system and its
environment.
The Emery-Trist Model/Levels of Organisational Environments
(1965)
6. Thomas Kilmann Conflict Management Model (1974)
The five modes of responding to
conflict, according to this Model:
• Avoiding: This means you
take an unassertive and
uncooperative approach to
the conflict and don't deal
with it.
• Accommodating: This might
take the form of selfless
generosity or charity, giving in
to another person's orders
when you would prefer not to,
or yielding to another's point
of view.
7. • Competing: It means standing up for your
rights, defending a position which you
believe is correct, or simply trying to beat
the other side.
• Compromising: The Compromising option
is at the centre of the model because it is
both assertive and cooperative but only to
some extent. Both sides get something but
not everything.
• Collaborating: Collaborating requires
developed conflict resolution skills based
on mutual respect, a willingness to listen to
others, and creativity in finding solutions.
Thomas Kilmann Conflict Management Model (1974)
8. Edgar Schein model of organization culture (1980)
Artifacts Values Assumed values
The first level is the
characteristics of the
organization which can be
easily viewed, heard and felt
by individuals collectively
known as artifacts. The
dress code of the
employees, office furniture,
facilities, behavior of the
employees, mission and
vision of the organization
The values of the individuals
working in the organization
play an important role in
deciding the organization
culture.
The thought process and
attitude of employees have
deep impact on the culture of
any particular organization.
The inner aspects of human
nature come under the third
level of organization culture.
Organizations, where female
workers dominate their male
counterparts, do not believe
in late sittings as females are
not very comfortable with
such kind of culture.
11. Porras and Robertson Model (1992)
Porras & Robertson outline four types of organizational change based on
the category of change (planned or unplanned) and its order (first or
second).
12. • Planned change originates with a decision made by the organization itself with
the deliberate purpose of improving its functioning. Planned change is typically
initiated to respond to new external demands imposed upon the organization.
• Unplanned change is change that originates outside of the organizational
system and to which the organization must respond. It is spontaneous,
evolutionary, fortuitous, or accidental.
• First-order change, linear and continuous in nature, involves alterations in
system characteristics without any shift in the basic paradigm used by the
system to guide its functioning.
• Second-order change is a multi-dimensional, multilevel, qualitative,
discontinuous, radical organizational change involving a paradigmatic shift
Porras and Robertson Model (1992)
