Making changes in the organizational environment is not simple

And we know that organization is a social entity that has a hierarchical structure where all necessary items are put together and they act within it to reach the collective goal. Organization or more specific business organization and it activates are always being affected by the environment. In an organization, every action of the management body is influenced by the environment.

Making changes in the organizational environment is not simple

Page 11 Share Cite Suggested Citation: The National Academies Press. The many potent forces in these environments—competition, technological innovations, professionalism, and demographics, to name a few—shape the process of organizational adaptation. As a result, organizations may shift focus, modify goals, restructure roles and responsibilities, and develop new forms.

Adaptive efforts such as these may be said to fall under the general rubric of redesign. In this chapter, we examine aspects of organizational environments that research and practice suggest are changing and are causing managers to redesign their organizations.

We discuss the effects of increases in scientific knowledge, societal trends in professional roles, and changing technologies and demographic trends on organizations.

General Environment of Organization

We then examine several bases for organizational design and redesign: Finally, we consider new organizational forms as a response to environmental change. Environmental Conditions Driving Organizational Change The committee's reading of organization theory and managerial wisdom suggests that, for an organization to survive, it must be compatible with its environment, i.

Page 12 Share Cite Suggested Citation: Organizations that are not able to adapt quickly enough to maintain their legitimacy or the resources they need to survive either cease to exist or become assimilated into other organizations. Perhaps the most noteworthy change in the environment for business organizations has been the dramatic shift in the developed world from an industrial to an information economy.

Infor the first time ever, companies spent more money on computing and communications gear than on industrial, mining, farm, and construction equipment combined.

Making changes in the organizational environment is not simple

In the s, approximately half of the workers in industrialized countries were involved in making things; by the yearit is estimated that no developed country will have more than one-eighth of its workforce in the traditional roles of making and moving goods Drucker, But this is only the most obvious of the trends that are redefining the nature of contemporary organizations.

Population ecology, as its name implies, focuses on the changing nature of populations of organizations Hannan and Freeman, ; Hannan and Carroll, Institutional theory focuses on the need for organizations to maintain legitimacy with societal norms and values, often embodied in governments, professions, and trade associations Meyer and Rowan, ; Powell and DiMaggio, ; Scott,; Zucker, Both of these perspectives are fruitful.

They tend, however, to deemphasize the influences of management action and leadership in organizational change but see Hannan and Freeman, ; Suchman, In this chapter, in contrast, we emphasize the role of managers as interpreters and even manipulators of their organization's environment.

We emphasize in particular the idea that managers change and redesign their organizations primarily in order to adapt them to changes in the environment, but also to adjust them to changes in the managers' own aspirations and perceptions, or to unintended or unmanaged changes within the organization.

Thus, whereas organizational environments and processes are often sources of change, we adopt the strategic choice point of view Child,the idea that organizations vary in their choice of responses, the timing of their responses, and the means and effectiveness of executing their responses, and that these phenomena are managerially determined to a great extent.

Some of the most powerful forces identified by the business press and organizational literature that are motivating managers to redesign their organizations are the increase in scientific knowledge, changes in professional roles, the technology explosion, and the changing demographics of the American workforce.

Page 13 Share Cite Suggested Citation: This environmental change is both long-term and antecedent. Consider, as an indicator of scientific knowledge, reports of scientific findings. From tothe number of scientific articles published per day grew from 3, to 8, a percent increase Huppes, This increase is only a snapshot measure of the long-term trend in the generation of scientific knowledge.

To get an idea of the longer trend, consider the accelerating increase in the number of scientific journals recorded by De Solla Price The first 2 scientific journals appeared in the mid-seventeenth century; by the middle of the eighteenth century there were 10 scientific journals, by aboutby about 1, Recently, Goodstein stated that there are currently about 40, These increases in scientific knowledge can be attributed to previous increases—knowledge feeding on itself—to increases in the size of the scientific community, and to increases in effective means of distributing scientific knowledge.

External Environment of Organization

Although exponential growth cannot continue forever, this general pattern of rapid growth is likely to continue into the intermediate future. One reason to expect continued growth in scientific knowledge is that increased capability and application of advanced communications technologies will greatly increase the availability of whatever knowledge is produced.

Even now, a weekday edition of The New York Times contains more information than the average person was likely to come across in a lifetime during the seventeenth century, and it is estimated that today the amount of information available to the average person doubles every five years Wurman, In addition, reflecting on advances in information technologies during the last 50 years makes clear that 1 such technologies are still in their early stages of effectiveness or adoption and 2 other, better, technologies are in the making.

Consequently, the availability of existing knowledge will increase as the technologies mature and become more widely used.Video: What is an Organizational Environment? - Definition & Theory - Definition & Theory An organizational environment is composed of forces or institutions surrounding an organization that.

Internal and External Environment Factors that Influences Organizational Decision Making By the word “environment” we understand the surrounding or conditions in which a particular activity is carried on.

Successful change management targets leaders but also engages people across the organization, while adjusting key enabling processes such as performance management. It helps employees make the transition to new behaviors, and it helps sustain the benefits of the new post-transformation enterprise.

Thus, the organization is more fluid and is able to adapt continually to changes in the external environment.

Internal and External Environment Factors that Influences Organizational Decision Making

4- Assume you have been asked to calculate the ratio of staff employees to production employees in two organizations-one in a simple, stable environment and . Change leaders must go beyond storytelling, motivation, and mobilization efforts―they need to provide resources so that the organization has what it needs to win in the new environment.

Making changes in the organizational environment is not simple

This classic guide to organizational change management best practices has been updated for the current business environment.

To read the newest article, click here. Or, to watch a related video, click on the play button above. Way back when (pick your date), senior executives in large companies had.

The External Environment