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ORGANIZATION AND ENVIRONMENT
The document discusses organizational environments and how organizations interact with their environments. It covers several theories on organizational environments including: - Environmental contingency theory which states that organizations must match their structure to stable or dynamic environments. - Resource dependence theory which examines how organizations depend on other organizations for resources and how this creates power dynamics. - Population ecology theory which looks at how organizations compete for survival within their ecological niche. - Institutional theory which argues that organizations must conform to social norms and values to maintain legitimacy. The document provides frameworks for analyzing an organization's task environment, general environment and international environment. It also discusses strategies for managing dependencies and uncertainties in the external environment.
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ORGANIZATION AND ENVIRONMENT
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- 2. Figure 3.1 The Organizationin its Environment ENVIRONMENT Inputs ORG Outputs
- 3. Modernist Levels ofthe Environment Interorganizational network General environment International environment
- 4. Organizational Environment Modernist theory,the environment … lies outside the boundary of the organization. provides the organization with resources and absorbs its products and services. imposes constraints upon and demands adaptation from the organization.
- 5. Organizational Environment Symbolic-Interpretivists suggestenvironments … are social constructions. organizational members construct environmental features they think are significant. different organizations construct their environments differently based on management’s interpretation.
- 6. Organizational Environment Postmodernists seeenvironment as… fragmented boundaryless image-driven simulacra
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- 8. Managing the Environment Buffering Protectingthe internal organizational environment from environmental shocks. Example: Material, labour, or capital shortages.
- 9. Managing the Environment BoundarySpanning – Environmental monitoring activities. – Representing the organizational interests to the environment. • • • • Public relations Advertising Sales Recruiting efforts
- 10. Stakeholder theory Organizations operateunder a social contract that guarantees certain rights to those who have a stake in the organization’s activities or outcomes. Those attending to stakeholder demands will be more successful.
- 11. Interorganizational Network Stakeholders: Any actorthat affects or is affected by the organization. Network actors: Investors, competitors, employees, media, suppliers, distributors, government, the physical environment, etc.
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- 14. Some trends in theGeneral Environment Legal Culture surveillance pluralism Political terrorism Physical TASK ENV global warming ORG Economy globalization Social diversity Technology broadband
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- 16. International Environment The economic,political, sociocultural, legal, technological, and physical interconnections that allow for permeable borders between nations.
- 17. Table 3.1 Contribution ofEnvironmental Sectors Sector Contribution to Global Change Technology Personal computers, internet, digital cameras, cell phones, etc. Economic Global capital markets, technology exchanges, worldwide trade, etc. Political/Legal Breakdown of nation-state authority, erosion of territorial borders, etc. Social/Cultural Global media coverage, popular culture, consumerism, etc Physical Population growth, loss of biodiversity, global warming, etc.
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- 19. Environmental Contingency Theory ResourceDependence Theory Population Ecology
- 20. Environmental Contingency Theory Successfulorganizations match their internal structure to environmental characteristics (dynamic or stable). (Burns & Stalker, Lawrence & Lorsch)
- 21. Environmental Contingency Theory StableEnvironments • • • Routine activities Strict lines of authority Distinct areas of responsibility Rapidly Changing Environments • Flexibility • Application of skill where needed • Changing work patterns
- 22. Environmental Contingency Theory InformationPerspective on Uncertainty Uncertainty is experienced by individuals when they make decisions, rather than in the environment itself.
- 23. Fig. 3.7 Environmental Uncertainty low low Rateof change high Low uncertainty Moderate uncertainty Moderate uncertainty High uncertainty Complexity high
- 24. Fig. 3.8 Links BetweenConditions low low Rate of change high Needed information is known and Available. Constant need for new information. Information Overload. Not known what information is needed. Complexity high
- 25. Responding to Uncertainty TheLaw of Requisite Variety (General Systems Theory) For one system to deal effectively with another it must be of the same or greater complexity. Isomorphism The organization takes on the same form as its environment.
- 26. Resource Dependence Theory Analysisof the interorganizational network can help the organization understand the power/dependence relationships that exist between it and other network actors.
- 27. Power and Dependence Anorganization depends on resources controlled by the environment. The environment therefore has power over an organization and can influence decision making.
- 28. Fig. 3.9 Applying ResourceDependence Theory Knowledge & equipment inputs Capital inputs (investors) Raw material inputs (suppliers) (technology sector) Outputs Org Labor inputs (employees) (customers)
- 29. Managing Power/Dependence Pfeffer andSalancik suggest prioritizing dependence elements according to : Criticality The estimate of the importance of a particular resource Scarcity The estimate of resource availability
- 30. Other Dependence Management Strategies •Vertical integration • Horizontal integration • Developing personal relationships • Establishing formal ties with other firms *Your job as a manager: find the right mix of • Lobbying • Marketing counter-dependencies you can create with those on whom you depend for critical, scarce, non-substitutable resources.
- 31. Population Ecology Organizations withinan ecological niche are competitively interdependent and compete for survival. Study how & why some organizations survive. • Variation • Selection • Retention • Operation at the level of the environment
- 32. Population Ecology The portionof the environment studied by population ecology is an ecological niche. Consisting of the resource pool upon which a group of competitors depends. *Your job as a manager is to help your firm find a pool of resources over which it can compete successfully with other firms for its survival.
- 33. Darwin and Organizations Darwin’ssurvival of the fittest principle helps to explain the dynamics of populations of organizations: Variation: Entrepreneurial innovation that gives birth to new organizations as well as adaptation of existing firms. Selection: Organizations that best fit the needs and demands of their niche are supported with resources. Retention: Organizational survival and fitness are maintained through the flow of resources.
- 34. Domain of Institutional Theory Legal Cultural TASK ENV Physical PoliticalDomain of Resource Dependence Theory Economic Social Technological Domain of Pop Ecology Theory
- 35. Institutional Theory The EnactedEnvironment Ambiguity Theory
- 36. Institutional Theory (Selznick) Organizationsadapt to both the values of the internal groups and external society
- 37. Institutional Theory (DiMaggio &Powell) An organization is institutionalized by the following contexts: 1. Technical, Economic, or Physical e.g. production and exchange of goods in a market 2. Social, Cultural, Legal, or Political e.g. conforming to norms, values, rules, and beliefs upheld by society.
- 38. Institutional Pressures Coercive: Pressureto conform that comes from the government in the form of rules or laws. Normative: Pressure from cultural expectations. Mimetic: The desire of one organization to look like another. Usually used as a response to uncertainty.
- 39. Social Legitimacy Institutional environmentsreward organizations for adopting acceptable practices and structures. Without this acceptance, organizations can be driven out of business. Your job as a manager is to to help your firm mimic practices indicated by the institutional environment through coercion or normative expectation in order to ensure its social legitimacy.
- 40. Fig. 3.10 Social Legitimacyas an Organizational Resource Inputs • raw materials • labor • capital • equipment • social legitimacy Transformation Process Outputs
- 41. Enacted Environment The conditionsof the environment cannot be separated from managers perceptions of those conditions. When decision makers respond to their perceptions they enact the environment they anticipated. (Weick)
- 42. Ambiguity Theory Encouraging multipleinterpretations of goals, vision, and actions to produce different strategies.
- 43. Deconstruction Trace discursive andnon-discursive influences over time Fragmented environment
- 44. Burns’s Three Phasesof Industrialization Phase 1: Simple manufacturing – British textile factories Phase 2: Complex manufacturing – clothing, food, chemical processing, iron and steel factories Phase 3: Supply outstrips demand, competition increases, search for global markets puts focus on consumer, all employees must contribute to economic success
- 45. Phases of Industrialization Phase1: The Factory System Productivity through machines and routinization. (Burns)
- 46. Phases of Industrialization Phase2: Greater product variety, more complex production processes, growth in bureaucracy - Control, routine, and specialization. - Development of management structure
- 47. Phases of Industrialization Phase3 Production overtakes domestic demand - customer sensitive - stimulated consumption - internationalization - technical developments
- 48. Post-Industrialism Society is organizedaround the creation of knowledge and uses of information. Society is shaped by its method of acquiring and distributing knowledge. (Bell)
- 49. Avoiding Hegemony Hegemony isthe practice of interpreting the interests of the ruling class as universal. - Surface language that implies the dominance of one group over others. - Give voice to others.