This document discusses organizational change and the environments that trigger it. It describes organizations as operating in multiple, interconnected environments - temporal (how historical factors influence the present), external (political, economic, social/technological factors), and internal. Changes in any of these environments can trigger the need for organizational change. The external environment is increasingly complex and unpredictable. In response, organizations must be adaptable, anticipating opportunities and responding quickly to surprises. Understanding both the formal and informal aspects of an organization helps it effectively adapt and integrate in response to its changing environments.
The term organizational development was coined by Richard Beckhard in the mid-1950s.Organizational development is an acronym of two words i.e., organization and development
Chapter 8_ Foundations of Group Behavior.pptMadihaBaloch7
This is a presentation on chapter no 8, foundation of group behavior by Stephen p.robbins book eighth edition. It will be helpful for you to learn and make your own presentation.
The term organizational development was coined by Richard Beckhard in the mid-1950s.Organizational development is an acronym of two words i.e., organization and development
Chapter 8_ Foundations of Group Behavior.pptMadihaBaloch7
This is a presentation on chapter no 8, foundation of group behavior by Stephen p.robbins book eighth edition. It will be helpful for you to learn and make your own presentation.
Chapter 04 Managing in a Global EnvironmentRayman Soe
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
History of Organizational Development - Organizational Change and Developmen...manumelwin
Kurt Lewin (1898–1947) is widely recognized as the founding father of OD, although he died before the concept became current in the mid-1950s.
From Lewin came the ideas of group dynamics and action research which underpin the basic OD process as well as providing its collaborative consultant/client ethos.
Thanks to all my readers. It gives boost when I get calls from my readers and am always happy to revert back to my followers and readers. I am sorry if I am unable to reply to all the e-mails due to my busy schedule.
Contact me for any type of assignments help(nominal charges).
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Chapter 04 Managing in a Global EnvironmentRayman Soe
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
History of Organizational Development - Organizational Change and Developmen...manumelwin
Kurt Lewin (1898–1947) is widely recognized as the founding father of OD, although he died before the concept became current in the mid-1950s.
From Lewin came the ideas of group dynamics and action research which underpin the basic OD process as well as providing its collaborative consultant/client ethos.
Thanks to all my readers. It gives boost when I get calls from my readers and am always happy to revert back to my followers and readers. I am sorry if I am unable to reply to all the e-mails due to my busy schedule.
Contact me for any type of assignments help(nominal charges).
Thanks and Regards,
Er. Bhavi Bhatia
e-mail: bhavi.bhatia.411@gmail.com
Phone: +91-9779703714, +91-9814614666
Developing A Code Of Ethics For Ngo Practice PresentationNIDOS
Dr Margaret Leppard of the Institute for International Health and Development, Queen Margaret University, Edinburgh presents on ethical issues for NGOs working in international development. NIDOS is currently working on good practice in international development with its members - learn more about our key activities to date at http://www.nidos.org.uk/learning/article.asp?id=478
Social Responsibility and Business Ethic ppt.pptxetebarkhmichale
Gender equality is crucial for achieving economic growth and development, but women still face inequalities that stifle progress. Women make up half of the world's population but only contribute to 37% of the global Gross Domestic Production(GDP), and the gender disparity is still an important issue that the world is fighting through generations.
In Africa, women entrepreneurs play a growing role in diversifying production and services. However, they are facing the problem of financial shortage; a recent report by the African Development Bank showed that there is an estimated $42 billion financing gap for female entrepreneurs in Africa. The study demonstrated that women are facing more difficult conditions than men entrepreneurs such as limited access to key resources (including land and credit), the legal and regulatory framework, and the socio-cultural environment. The economy's full potential cannot be realized if half of its population cannot fully contribute, and women have faced many hurdles in the entrepreneurship journey, prompting responsible bodies to devise affirmative solutions.
Ethiopia's female population is 49.8%, but small businesses owned by women only make up 16.5% of the total number of entrepreneurs. Limited access to finance, business networks, development services, and business management skills hinders women entrepreneurs. The government is promoting women entrepreneurs through initiatives like training and financial support. The Commercial Bank of Ethiopia (CBE) is introducing a customer-centric business model to cater to its customers' needs and values. The bank aims to increase the outreach of financial products and services to a larger population, particularly women who own business enterprises. The bank has established a micro business department to adjust itself with the micro business customers. These factors can be considered as business drivers and factors enforcing CBE to come up with a gender-specific solution.
To address the aforementioned issues, the micro business banking department is proposing a collateral-free loan product for women-owned enterprises to be launched by CBE. This would help to address the financing gap for formal MSMEs, ensuring comprehensive financial accessibility and services for women-owned enterprises. Furthermore, promoting financial inclusion and women's economic empowerment by financing women-owned enterprises can stimulate growth and form the backbone of vibrant economies.
Based on the feasibility study of women MSME financing undertaken by MBB department team, proposal on selected women owned MSMEs financing will found crucial to bridge the financial gap.
Therefore, this proposal aims to provide a method how CBE should finance for selected formal women-owned MSMEs in Ethiopia to alleviate their financing gap. It is being proposed that, the CBE shall start the product by making a pilot test for women-owned microbusinesses from Addis Ababa City Administration, with local stak
Knowledge Society and Innovation. Strategies towards Knowledge Society.
Jumping the s-curve? Knowledge as critical production factor. Is capatalism over? Capability to be decisive for growth and development.
MGT 201 Helpful Slides For Management Students Of Different Universities In Karachi And All Over Pakistan And World The Environment And Corporate culture
This document was developed by Corporate Excellence – Centre for Reputation Leadership and among other sources contains references to the statements made by Federico Mayor Zaragoza, Chairman of the Scientific Council at Fundación Ramón Areces; Adela Cortina, Professor at the University of Valencia; José Luis Monzón, President of CIRIEC; Charles Fombrun, PChairman at Reputation Institute and José Manuel Pérez Díaz-Pericles,Founder of the training project Entrepreneurship Training Chain, during the semminary Economía y valores that took place in Madrid, on February 19 and 20, 2015.
In the institutional area, the academic field and private sector a new framework is demanded for economy to grow and develop itself and to give more importance to objectives of sustainable growth for the long-term, including issues of general interest both for companies and stakeholders. Ethics seem to be the backbone of a new system based on two big pillars: social and environmental ethics, able to develop an efficient economic system, which is favourable to business development and investments.
New Institutional Economics (NIE) doesn't mean to break away from the market economy but to apply new formulas to solve problems arising from it.
Institutions need to be able to guarantee social justice, environmental sustainability and long-term economic growth. The current economic scenario and institutional crisis turns the spotlight on legitimizing those institutions that will have to make considerable further efforts to respond to the interests and demands of everyone, companies and citizens.
The current context of social economy represents a useful tool that includes ethical principles to the business plan, so that the company stakeholders perceive the actions of the organization as something positive and favourable for the context where it happens. It is true that the model suggested by social economy can't be completely transposed to capital companies but it can add value to the business model through human resources and corporate social responsibility policies.
In the current scenario, both companies and citizens are required to create new models of ethical leadership. Nowadays, states have lost influence in favour of civil society. The current position of companies and citizens is critical as a way out of the crisis. Thus, it is fundamental to take new responsibilities based on their new role.
Citizens must assume this responsibility and adopt such values as solidarity, respect and, specially, dialogue.
It is impossible to apprehend the full complexity of the transformative power of current citizenry without understanding the key elements of this new context: the reputation economy, a context where people pay more and more attention to the companies that are behind the products and services they consume. In this sense, reputation management becomes the management of the relationship with the company's stakeholders.
2. (TCO E) You lead a team of marketing professionals. At a recent.docxeugeniadean34240
2. (TCO E) You lead a team of marketing professionals. At a recent team meeting, Curtis and Andrea got into an argument in front of you and are no longer speaking to each other. Curtis came to you and complained that Andrea always tries to get all of the attention. Andrea came to you with that same complaint about Curtis after the argument. Recently you and your entire team took the Life Styles Inventory (LSI). Andrea is Conventional while Curtis is Competitive. Your style is Humanistic-Encouraging. You plan to hold a meeting with the three of you. What four specific things will you cover and how will you approach each part of the communication differently based on the LSI results? (Points : 45)
3. (TCO F) Eagle Standard Inc., (ESI) a major engineering firm, specializes in designing aircraft parts for government contracts. ESI employs project managers and 42 engineers who are divided into project groups of six to seven members. The majority of project team leaders have spent time in France and Britain learning new technology.
The Eagle 6 Project Team, consisting of six engineers, is developing new equipment for a jet fighter. The project has been ongoing for 18 months, and all six engineers have been with this project group since its inception, working together on all of these projects. Eagle 6 works well together.
However, the Eagle 6 team has the most technical project, and its engineers have been working too much overtime. The senior project manager, Bruce Chalnick, interviewed and hired a new engineer to help out, Richard Hue. Richard has good qualifications and seems to be knowledgeable and motivated. The work is challenging and gives him the opportunity to showcase his computer skills and engineering knowledge. Two weeks in, he quickly became a contributing member of the team, showing initiative and the willingness to work overtime and weekends to research possible solutions to potential problems. Richard was particularly adept with the computer system, and Bruce is ecstatic about his new hire. Richard is a loner, on and off the job. He is from Country X, a small island with a high power-distance culture; all of the other members of the team were born and raised in the United States.
After 3 months, Richard's learning curve had just about peaked, and he began to suggest new ways of doing things. He offered to mentor the other engineers, but each time he was rebuffed. He then went to Bruce Chalnick and asked for another part of the program to work on. At that point, a senior member of Eagle 6, Tim Flossner, met with Bruce to discuss Richard. Tim stated he was speaking for the rest of the team, and said Richard is stuck up and arrogant. Tim said he and the other team members felt Richard flaunts his education and knowledge, and none of them like him. In fact, they can't stand him.
Bruce told Tim that Richard thinks that the rest of the team are slackers who talk about bowling and sports instead of working. Richard thinks he is dislik.
CitedCascio, W. F., & Aguinis, H. (2019). Applied psychology VinaOconner450
Cited:
Cascio, W. F., & Aguinis, H. (2019). Applied psychology in talent management (8th ed.). Retrieved from https://www.vitalsource.com
Chapter 17
17 INTERNATIONAL DIMENSIONS OF TALENT MANAGEMENT
Wayne F. Cascio, Herman Aguinis
Learning Goals
By the end of this chapter, you will be able to do the following:
· 17.1 Explain the concept of culture and its implications for talent management
· 17.2 Identify various dimensions that help to distinguish cultures
· 17.3 Discuss recent theoretical and methodological developments in the study of culture
· 17.4 Distinguish translation, conceptual, and metric equivalence when psychological measures are transported across cultures
· 17.5 Describe how selection for international assignments differs from that for domestic assignments
· 17.6 Specify key areas in which to focus expatriate training
· 17.7 Identify key components of an effective performance management system for expatriates
· 17.8 Suggest evidence-based actions that organizations can take to reduce turnover among repatriates
The behavioral implications of globalization can be addressed from a variety of perspectives, but space constraints allow us to focus only on five of them: identification of potential for international management and cultural competence, selection for international assignments, cross-cultural training and development, performance management, and repatriation. The many other worthy issues to explore include work motivation across cultures (Firth, Chen, Kirkman, & Kim, 2014; Gelfand, Erez, & Aycan, 2007), leadership (Chhokar, Brodbeck, & House, 2008; House, Dorfman, Javidan, Hanges, & Sully de Luque, 2014; House, Hanges, Javidan, Dorfman, & Gupta, 2004), decision making in multinational teams (Erez, 2011; Yuki, Maddux, Brewer, & Takemura, 2005), and international career management (Dickmann, 2015; Peiperl & Jonsen, 2007). Let’s begin by considering factors that are driving 21st-century capitalism. Then we address the central role that the concept of culture plays in interactions among people from different parts of the world.
Capitalism in the 21st Century
The demise of communism, the fall of trade barriers, and the rise of networked information have unleashed a revolution in business. Market capitalism guides every major country on earth. Goods and services flow across borders more freely than ever; vast information networks instantly link nations, companies, and people; and foreign direct investment now totals almost US$1.8 trillion, with approximately 55% coming from and going to developed countries (United Nations Conference on Trade and Development, 2017). Globalization is the dominant driving force in the world economy, reshaping societies and politics as it changes lives.
Many factors are driving change, but none is more important than the rise of Internet technologies (Friedman, 2005, 2008, 2016; Internet growth statistics, 2017). The Internet, as it continues to develop, has certainly changed the ways that peopl ...
2. 2
Chapter 1 Objectives
• Describe the general characteristics of
organisations and their essential components;
• Say how different methods of wealth creation,
viewed from a historical perspective, have
influenced present-day organisational strategies
and focus;
• Discuss the concept of organisations as systems
operating in multi-dimensional environments and
its implications for understanding the causes of
organisational change;
• Recognise that change can be triggered from any
number of directions: through historical
influences, from the external environment and
from within the organisation itself - the internal
environment.
3. 3
1. Views of Organisations
‘Organizations are social arrangements for the
controlled performance of collective goals.’
(Huczynski & Buchanan, 1991: 7).
‘Organization: a group of people brought together
for the purpose of achieving certain objectives.
As the basic unit of an organization is the role
rather than the person in it the organization is
maintained in existence, sometimes over a long
period of time, despite many changes of
members.’
(Statt, 1991:102).
4. 4
The Meaning of Organisation (1)
A typical working definition of an
organizationorganization might say it is:
A social entity that.
Has a purpose.
Has a boundary, so that some
participants are considered inside while
others are considered outside, and.
Patterns the activities of participants into
a recognizable structure (Daft, 1989).
Source: Butler, R. (1991) Designing Organizations. A Decision-Making Perspective, London, Routledge, pp. 1-2.
5. 5
The Meaning of Organisation (2)
Although organizations are real in their
consequences, both for their
participants and for their environments,
they are essentially abstractions
Source: Butler, R. (1991) Designing Organizations. A Decision-Making Perspective, London, Routledge, pp. 1-2.
6. 6
The Meaning of Organisation (3)
... the hospital, the firm, or the school ... have
something real and physical about them but this is
not the organization; People are doing tasks to
which there is a pattern, raw materials are taken in,
converted, and distributed to markets; Capital is
provided by banks and other financial institutions;
Systems provide information for decision making
and co-ordination; People are talking about matters
which do not necessarily appear to have anything to
do with the job, some people remote from the
physical plant, perhaps a continent away, are
making decisions critical to our factory.’
Source: Butler, R. (1991) Designing Organizations. A Decision-Making Perspective, London, Routledge, pp. 1-2.
7. 7
THE ORGANISATION
Formal Sub-System
strategy goals
structure
operations
technology
management
leadership
culture politics
conflict
co-operation
INPUTS
* materials
* resources
* organisational
goal achievement
* employee
satisfaction
OUTPUTS
The Organisation as an Open System
Informal Sub-System
8. 8
Other Views on Organisations (1)
It is useful to conceive organisations
as OPEN SYSTEMS.
Nevertheless, the concept of
organisations as systems has been
criticised.
One contrasting view is that
organisations are composed of
individuals and groups with multiple,
different interests (the social action
view).
9. 9
Other Views on Organisations (2)
Another contrasting view of
organisations relates to theories of
modernism and post-modernism, and
regards organisations as more
unpredictable, fluid and chaotic than is
implied in the systems diagram.
Yet another view stresses the
complexity of organisations and the
impossibility of establishing a single,
‘correct’ representation and
understanding of an organisation.
10. 10
2. The Historical Context for Change
Organisations operate in multiple environments, of
which the temporal environment is just as important
as the current internal and external environments.
Goodman (1995) offers a reasoned framework for
considering the influence of the past on the present
and future.
An interesting question is the extent to which
present-day organisations have moved into what
Goodman calls ‘value-oriented time’.
Some regions of the world are only just entering the
industrial age, so organisations operating in a global
context will need to be aware of this.
11. 11
Three Historical ‘Ages’ (1)
Agricultural Age – local markets,
subsistence level living, predictable
cycles of activities.
Industrial Age – inventions lead to mass
production; predictable cycles of supply
and demand; mechanistic and hierarchical
organisation; strong demand means that
organisations operate in a seller’s market.
Neo-Industrial Age (also called ‘Post-
Industrial Age’, ‘Services Age’ or
‘Information Age’) – enormous pace and
scale of change; global competition;
emphasis on the nurturing of human
creativity, energy and foresight.
12. 12
Three Historical ‘Ages’ (2)
Different regions and countries
are at different historical ‘ages’.
China is moving from
Agricultural/Industrial Age to
Industrial/Information Age at
breathtaking speed.
13. 13
The Move to ‘Value-oriented Time’
Entering the information age requires organisations
to embrace value oriented time
This involves a constant emphasis on:
Relationship marketing
New product development
Achieving differentiation through innovations of products,
of supply methods, and of marketing methods
‘Lean’ production
Responsiveness to customer demand
Product variety
High quality
Networking
Ideas, intelligence, brainpower, ingenuity, creativity’
Complex problem solving
Autonomous units
Project focused teams; Cross-functional teams
14. 14
3. An Uncertain Future
The WINDS OF CHANGE are blowing at typhoon
strength. (…All that is solid melts into air).
The idea that the future is extremely uncertain has
become accepted wisdom for most organisations
today.
‘The future is full of surprises, uncertainty, trends
and trend breaks, irrationality and rationality, …the
results of innumerable… forces’.
Issues of creativity and innovation are uppermost in
many managers’ minds as they strive to keep their
organisation at the forefront of their industry and the
market.
Consequently, it is important that managers and
others remain constantly alert to the changes in their
current environments and to anticipating changes in
the future.
15. 15
Organisations As Symphony Orchestras
Peter Drucker had the idea that organisations of the
future are modelled on as symphony orchestras.
In a symphony orchestra, over 100 individuals may
perform together on stage, but there is only one
manager – the conductor.
There are no vice-conductors or assistant
conductors.
Each player is a highly-trained specialist.
They play directly to the conductor, with no
intermediaries.
The idea is contentious but serves as a debating
point.
16. 16
4. Environmental Triggers of Change
The environment is:
‘All factors, including institutions, groups,
individuals, events, etc., That are outside the
organisation…but that have a potential impact.’
17. 17
Some Elements in an Organisation’s Environment
Markets, clients, customers
Suppliers
Government, regulatory bodies
Trade unions
Competitors
Financial institutions
Labour supply
Levels of unemployment
Economic climate
Technological, computing, info systems, e-commerce, internet
advances
Globalisation of trade
Political ideology
Family structure
Distribution of wealth
18. 18
External Environments (a)
The use of the mnemonics PETS, or PEST, or STEP
draws attention to the multiple facets of the external
environment.
The speed at which the internet has come to be used
in almost every type of organisation (as well as the
ones which are built entirely upon its capacities) is a
clear example of the influence of the
TECHNOLOGICAL ENVIRONMENT.
Another example of the impact of this sector on
organisational life is the threat to employee rights of
using surveillance monitoring of emails and internet
use, and the advent of sexual harassment via the
sending of unsolicited pornographic emails.
19. 19
External Environments (b)
The POLITICAL ENVIRONMENT is constantly
changing.
Governments change and new alliances are formed
with old ones broken.
With the advent of the European Union and the
Common European Currency, no longer do
individual countries have sole power over what laws
apply and even what economic policies they might
pursue.
Groups such as the ASEAN-4 Group form significant
trading blocs which must catch the attention of
organisations trading worldwide.
The attack upon the World Trade Center Building
and the Pentagon, is an example of an event, whose
influence will continue to be felt in a multitude of
ways for many years hence.
20. 20
External Environments (c)
The ECONOMIC ENVIRONMENT has always
been of the utmost importance in forcing
organisations to second guess what
competitors might do and the changing
needs and desires of actual and potential
customers.
Intertwined with all these aspects of the
external environment, as they are with each
other, is the SOCIO-CULTURAL
ENVIRONMENT.
Demographic changes, changes in living,
working and leisure pursuits impact upon
people’s needs and wants and the capacity
of organisations to change to meet them.
21. 21
Some Elements in an Organisation’s Environment
Overall points:
The various aspects of the PETS environment are
interrelated (e.g. socio-cultural factors will influence
economic factors and vice-versa).
Some factors can be categorised in more than one
sector.
Few ‘triggers’ for change emerging from the external
environments can be responded to without taking
other factors into account.
Any force for change has multiple and complex
causes.
Organisations which ignore this deep complexity are
unlikely to prosper.
22. 22
Internal Triggers for Change
Internal triggers can often be seen as changes in
response to influences in the organization’s
environment. Examples include:
Formation or disbandment of a labour union inside the
company
Appointment of a new CEO or other top executive
Changing the administrative structures
Job redesign affecting many employees
Factory redesign or office layout
New IT equipment
New marketing strategy
Outsourcing
Layoffs
More resources to research and development
department
23. 23
Summary So Far
The multiple environments of organisations
– The temporal environment
Historical developments bringing change over
time to an industry and pointing to the need for
brainpower and knowledge
– The external environment
PETS, or PEST, or STEP
– The internal environment
Organisational changes that are often first-line
responses to changes in the temporal and
external environments
5. Organisational Responses to Change
24. 24
– Agricultural Age
(tradition, rhythms of nature)
– Industrial Age
(bureaucracy, mechanisation, ‘Fordism’,
assembly-line)
– Neo-Industrial Age or Post-Industrial Age
(services, information, knowledge-based
products, etc)
Reminder
The temporal environment
25. 25
Winds of Change Blow Through the Organisation
Organisations can be seen as systems operating in
multidimensional environments.
For some organisations, the winds of change are
strong, gusty, variable, swirling.
The next slide may not fully represent the possible
turbulence in the external, temporal and internal
environments.
26. 26
THE ORGANISATION
Formal Sub-System
management
goals strategy
structure operations
technology
leadership
culture
politics
Informal Sub-SystemInformal Sub-System
political-legal
influences
economic
influences
socio-
cultural
influences
technological
influences INTERNAL ENVIRONMENT
EXTERNAL ENVIRONMENTEXTERNAL ENVIRONMENT
The organisational system operating in multidimensional environments
ecological
influences
TEMPORAL ENVIRONMENT
27. 27
Responding to Levels of Environmental Turbulence
It has been claimed (Ansoff & McDonnell) that the
degree of aggressiveness and responsiveness of an
organisation should match the level of turbulence of
the organisation’s environment
The greater the level of turbulence, the stronger the
forces are for change
28. 28
Levels of Environmental Turbulence
Level 1. Predictable. Stable markets. Pace
of change is slow. Future will be like the
past.
Level 2. Some complexity, but the
environment is Forecastable by
extrapolation.
Level 3. More complexity, but at least there
are predictable threats and opportunities.
Level 4. Complexity is further increased by
the winds of global and social-political
changes, but nonetheless there are
partially predictable opportunities.
Level 5. Unpredictable surprises.
Unexpected events and situations occur
more frequently that the organisation can
respond to them.
Amount of
Aggressiveness &
responsiveness
required
STRONG FORCES
FOR CHANGE
WEAK FORCES
FOR CHANGE
29. 29
Types of Change Situation
Closed change. When explaining this type
of change, people involved in it would
readily be able to agree on, and describe,
what happened, why it happened, what the
consequences were, and how the business
has been affected.
Contained change. When explaining this
type of change, people involved in it would
only be able to say what probably
happened, what the probable causes,
consequences and business implications
may be.
Open-ended change. When explaining this
type of change, people involved in it would
have different and possibly conflicting
accounts and explanations of what
happened, why it happened, and what its
consequences and implications are.
Degree of
Certainty
FAR FROM
CERTAINTY
CLOSE TO CERTAINTY
30. 30
The multiple causes of the situation faced by Shell
Renewed criticism
of Shell’s role in
Nigeria
Successful
experience in
discovering oil in
similar geological
conditions in the
USA
Shell’s new
discovery
Demands for Shell to
withdraw from Nigeria
International
criticism of Shell’s
role in Nigeria
Boycott of
Shell petrol
Execution of
Ogoni leader
Clashes between
the government
and the Ogoni
people
Shell looks for
alternative
offshore
possibilities in
Nigeria
Shell’s
failure to
keep up new
discoveries
Importance of
oil industry to
Nigeria
Nigerian
government’s wish
to exploit its natural
resources
Little benefit from oil
money in nearby
communities
Resentment and
direct confrontation
with Shell
Shell as largest foreign
oil producer in Nigeria
(mostly onshore
production)
31. 31
Organisations operate in multiple
environments
The key tasks for organisations is to achieve
external adaptation and internal integration
Organisations need to be ‘quick on their feet’
to anticipate opportunities ands threats and
respond wisely to unpredictable surprises
This requires understanding how the formal
organisational subsystem responds to the
external, internal and temporal environments
It also requires understanding the informal
subsystem
Conclusions
Editor's Notes
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