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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Leadership directly impacts an organization's bottom line, employee satisfaction, and turnover; it can impact how the organization is viewed by society and in particular its marketing audience. This is particularly significant during a downturn in economic markets. Organizations must meet budgetary controls, and need to communicate...
Change is an inevitable function of any organization and is something that employees and leaders alike are bound to face during their careers. According to Ivancevich et al (2011), how leaders are able to handle the task of change can determine the success or failure of an organization. As organizational leadership students, it is important for us to begin to develop and sharpen the necessary skills to innovate and adapt to change effectively. Leaders should be familiar with a variety of elements within the organization including an assessment of employee and leadership strengths, relationships, skill level and capability, level of support, and the types of resources readily available. Assessing these elements prior and during change, as well as evaluating the process after the fact, helps prepare organizations and leaders for future success. The Harvard School of Business’ interactive change management simulation, Change Management Simulation: Power and Influence V2 (2013), was a valuable assignment to help teach us about change from the standpoint of a mid-level management position at Spectrum, a sunglasses company, looking to adopt a new sustainability initiative.
Organizations are experiencing a rapid transformation in the environment, which has caused them to reevaluate how they do business. Economic changes, globalization, and expansions in technology have warranted the need to adapt quickly to changes in the environment (Schneider, 2002). Organizational leadership has three general components: setting the direction for the organization, organizational performance, and change management (Johnson, 2011). It is critical for organizations to position themselves in this competitive market for success.
Paul Lawrence and Jay Lorsch, excerpts from Organization and Environment. Cambridge: Harvard Business School, 1967, pp. 1-20; 23-53; 84-108.
Businesses play a significant role with the economies of all countries, whether developed or developing. It contributes to the welfare of the society through the satisfaction of needs, provides a source of livelihood to millions of people worldwide. Businesses do not operate in vacuums but operate within business environments. The events in the environment of a company have a direct effect on the success or failure of that company. According to Jain, Trehan and Trehan (2009), business environments can be categorized in two: (1) internal business environment; (2) external business environment. Institutions and organizations are usually in a position of controlling their internal business environment. By doing so, they gain the ability of affecting their institutional performance. On the contrary, it is difficult for a business to control the external environment; however, businesses can identify in advance the opportunities and threats presented by the external environment and take decisive actions to ensure its continued success (Jain, Trehan & Trehan, 2009; Goyal & Goyal, 2009).
Reasons for change can be down to adopting new corporate strategies, structures, process and technology to assist organisations handle internal and external environmental conditions effectively (Goksoy, 2015). However, merely adopting change cannot drastically drive through change so organisations need to go through reconstructive change to realign the organisations objectives (Green, 2007). Although change can be introduced in these drastic fashions it can also be emergent within an organisation due
Newman, J. (2012). An organisational change management framework for sustainability. Greener Management International, 57, 65–75.
Chapter 3 deals with the organization's environment and how the company must adapt and overcome the environmental problems it has faced. The case deals mainly with corporate culture; Burger King changed from a mechanistic to a more organic s...
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.
In the nutshell, changes in business environment are unforeseeable. It is common that sometimes company’s activity shall change to continues sustainable in the open market. Some company may threat of downsizing, bankruptcy or changing business model due to unfavorably change of business environment. Thus, it is important to manage change of business environment, which involved internal and external forces of change that contribute to incremental changes and transformation quantum changes in the organisation.
...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 sustainability is making decisions and taking actions in the interest of protecting the natural world, preserving the capability of the environment to support human life and ensuring that humans use the environment in a way that does not harm the environment. It also questions how economic development affects our environment vice versa.
One of the first scholars to describe the process of organizational change was Lewin (1974). He described change as a three-stage process that consists of unfreezing, moving and freezing stage. During the unfreezing stage the organizations become motivated to change by some event or objective. The moving stage is like implementation when the organization actually makes the necessary change. Furthermore the freezing stage is reached when the change becomes permanent. Organizational change has also...
The political environment can affect organizations. Political components influence buyer certainty and purchaser and business spending. Stability of political environment is essential for organizations