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You are required to the plan of your essay in for evaluation and feedback:


The argumentative essay must agree or disagree with one of the statements below:


a) In today’s turbulent environment only organic organisational structures are effective.


OR


b) Job design only benefits employers through increased job performance; it has no benefits for workers


OR


c) Given the pace of change strategic planning is a waste of time.

Organisational Structure

Organizations need to tailor their structure in accordance with the environment. As far as the today’s business environment and the external environment of the business are considered, it is very dynamic in nature. It has been analysed that changes in the environment is so frequent that the companies need to change their strategies and the policies according to the changing and turbulent demands of the customers and the market (Bueno, Rodriguez Anton and Salmador, 2008). The uncertain behaviour of the environment requires the flexible environment to satisfy the market needs. The changes that are being made in the organization processes should be such that it fits the change of the environment and also the internal process and strategies of the company. This essay deals with the impact of changes of the environment on the structure of the organization. It provides the description of the organic organization along with the environmental factors that enables the organization to make changes in their strategies and structure.

To understand the above concept, it is required to learn about the basic concepts of organizational structure and the elements of environment changes. Different people have different opinions about the definition of organizational structure (Jones and Jones, 2010). Structure of the organization can be defined as the arrangement of the duties and processes of the organizations in such a way so that the organizational goals can be achieved (Hinrichs, 2009). If the other side of the organizational structure is considered, it also involves the explanation of the architecture of the company along with the leadership style and the hierarchy of the company. There are different types of organization that follows different structure. Some organization area formal in nature and have strict centralised strategies that cannot be changed with the conditions while other organizations are informal in nature that welcome the changes in their strategies in accordance with the environmental changes (Sobotkiewicz, 2013). The changes in the environment act as the stimuli for them and them response to those stimuli in terms of making changes in their structure. These informal organizations are called organize organic organizations.

Any of the changes that are taking place in the world because of the changes in the society, economy, policies etc. affect the practices of the different business entities in the world. Mostly, the organization that operates at large level is stable and resistant to environment turbulence, but still they have to face the management issues at the time when any of the changes occur. It may be because their structures are very complex in mature and require a lot of time and efforts to make changes (Alavi, 2016). As the multinational organizations have too many processes and businesses thus it become difficult for them to implement organic functions in their organisation as they have to maintain the stability at such large level of operations in their organizations.

Organic Organisations

In organic organization, the term organic refers to the responses according towards the changes in the environment. Thus, the organizations that are organic in nature make canes in their structure and roles in order to adopt the change that occurred in the environment (Dust, Resick and Mawrit, 2014). To understand the function so the organic organization and their responses towards the changes in the environment, it is required to understand the today’s turbulent environment. In today’s world, the new environment is observed to be hostile, turbulent and dynamic in nature. This is because the high pace in which the changes are occurring in the same. The changes can be with regards to the technology, competitors, economy, demands of the market, rules and regulations of the government etc. workforce is one of the factor the drives the changes in the environment (Camisón and Villar?López, 2012). The new workforce believes in working without pressure and with flexibility. The environment after industrialization has changed a lot. Now the environment demands speed in all the process of the company whether it is innovation or the decision making. Changes in the technology at fast pace, deregulation, decentralization and globalisation results in high competition in the industry or the businesses. As many of the organization are competing in the industry with similar business, it intensifies the competition and also disturbs the environment stability. This turbulence forces the managers of the companies to adopt the new changes and making innovation in the functions so that they can attract the customers (Nadkarni and Narayanan, 2007). The major reason of the changes in the demands of the market is the rapid changes in development of the technology. The frequent changes in the technology enable the pervasive demand for changes and innovation in the products, services and the processes of the companies. Internationalization results in bringing new and international technologies to the country with low prices. The competition has increased so much that the companies have to keep the prices competitive in order to attract the market. The cost pressure on the companies and the business forces them to provide the products and the services for short period of time and then new change needs to implement in the same to cater the new market needs with again at low prices (Cummings and Worley, 2014). High automation in the processes of the company needs the managers of the company to manage the human resources working at the workplace. As the new technological implementation at the workplace is common so the workforce with the relevant skills also needs to be hired and the old workforce needs to be trained with the skills that are required to handle the technology in the processes. At this time, the managers have to develop that competency in them to take the best out of the employees and their knowledge. It is not only technology that is affecting and driving the changes in the environment but the changes in the government regulations of the country may also affect the environment stability (Schreyögg and Kliesch?Eberl, 2007).

Turbulent Environment

Organization need to responds to the changes in the environment. The organizations that are organic and flexible in nature can only respond effectively to such changes. There are number of strategies in which the company can make the changes in their process and respond to the environmental changes. The first way or the strategy that can be used by the company is to speed up their process (Benn, Dunphy and Griffiths, 2014). Rapid changes in the environment enable the company to make the changes very rapidly in their process as well. This makes the evolution cycle of the company very short and the innovation or the changes need to be made in very short time period. Another strategy that can be used by the companies is diversification in the business models. Diversification in the strategies or the business models of the company helps the company to adopt the changes easily. As there is no standardization in the model which require more time to get modified according to the situation. The diversification allows the company to deal with different situation and changes in the environment. In accordance with the current market, it is not possible for the organization to adapt the approach of “one size fits all”. This is because; it is not possible for the companies to deal with the entire situation with the similar kind of strategy. The companies need to serve the different market with the similar products and services. Thus, they have to take different approaches for different markets as the requirement and the nature of all the market cannot be similar (Lawler, 2007). Research and development is department that needs to be updated in order to make such changes that can align the company’s strategies with changes in the environment. Innovation is the basic element that is required by the today’s market. The customers want new and creative products every time. Innovation acts the competitive advantage for the companies as if the organization frequently provides the market with the innovative products and services; it develops a unique image in the market. It is not possible for every type of organizations to make such changes so frequently so as to meet the demands of the market (Lüscher and Lewis, 2008). The organization that manages to change their strategies and structure are flexible organizations or can be termed as organic organizations. There are different characteristics of these organizations that support them to adopt the changes so easily as compared to the organization with standardized and centralised policies and structure. The flexible or the organic organizations are decentralized in nature. Decentralisation refers to the process of decision making is not followed only by the top management of the company but the lower level managers are also allowed to take the decisions. The powers does not remains in the hands of some of the people. This helps the organization to implement the changes easily because the change is to be implemented at lower level and not to the whole organization. The change in the environment develops the needs to decentralization in the organization. This enables the organization to define the rule and regulation of the company in broad manner rather than being precise. Multi directional communication is also one of the characteristics of the organic organizations (Bercovitz and Feldman, 2008). This organization does not follow proper procedure of communication in top down and bottom up manner while the organization used to communicate in multi directional manner so that the communication can be fast. Many organizations function in the environment that is susceptible to change. Globalization and technological change leads to uncertain environment. In such an environment, the organic organizations find their way and develop the capability to adapt those changes occurring in the environment. Organizations identify the need to change the structure, functions, processes, departments and the areas and make a shift in the structure of the organisation according to the shift in the market. They use their capability of flexibility to fit in the environment of change. In this global and turbulent market, there is desire of such flexible and organic organisation as compared to the hierarchical organizations. This is because these types of organization are undesirable at that point of time as they have poor bureaucratic atmosphere. Management lays a greater role in managing the change in the organization thus the structure of the organization does not matter in case the management is inefficient to work (Weiner, Amick and Lee, 2008). If the organization is organic, but the management of the company is not that efficient to adapt and implement the change otherwise there is no sense being organic. It has been analysed that organic organizations are more innovative and creative in nature. They believe in identifying the needs of the market and then frame their strategies and structure according to the environmental situation while the organization with centralized structure believes in matching the already existing structure with the environment and does not change the structure of their company. The organic organizations are capable enough of correcting their process as and when they feel that their processes are deviating from the alignment of the market (Bridges and Bridges, 2017). Keeping the flexible processes in the organizations allow them to make the modification easily. If the standard structure is used at every level and similar processes are used in the organizations then it becomes difficult to bring the change. This is because even if the lower level of the company needs the change, the whole process required to be changed. This takes more time and more efforts (Anderson, 2016). The employees of the organizational also develop the thinking as per the structure of the company. If the structure is flexible, then the employees also have flexibility in their minds to adapt the new things easily. Thus, it can be said that organic organizations are the organizations that can with stand the turbulent environment in today’s world.

References:

Alavi, S., 2016. The influence of workforce agility on external manufacturing flexibility of Iranian SMEs. International Journal of Technological Learning, Innovation and Development, 8(1), pp.111-127.

Anderson, D.L., 2016. Organization development: The process of leading organizational change. Sage Publications.

Benn, S., Dunphy, D. and Griffiths, A., 2014. Organizational change for corporate sustainability. Routledge.

Bercovitz, J. and Feldman, M., 2008. Academic entrepreneurs: Organizational change at the individual level. Organization Science, 19(1), pp.69-89.

Bridges, W. and Bridges, S., 2017. Managing transitions: Making the most of change. Da Capo Press.

Bueno, E., Rodriguez Anton, J.M. and Salmador, M.P., 2008. Knowledge creation as a dynamic capability: implications for innovation management and organisational design. International Journal of Technology Management, 41(1-2), pp.155-168.

Camisón, C. and Villar?López, A., 2012. On how firms located in an industrial district profit from knowledge spillovers: Adoption of an organic structure and innovation capabilities. British journal of management, 23(3), pp.361-382.

Cummings, T.G. and Worley, C.G., 2014. Organization development and change. Cengage learning.

Dust, S.B., Resick, C.J. and Mawritz, M.B., 2014. Transformational leadership, psychological empowerment, and the moderating role of mechanistic–organic contexts. Journal of Organizational Behavior, 35(3), pp.413-433.

Dust, S.B., Resick, C.J. and Mawritz, M.B., 2014. Transformational leadership, psychological empowerment, and the moderating role of mechanistic–organic contexts. Journal of Organizational Behavior, 35(3), pp.413-433.

Hinrichs, G. 2009. Organic Organisational Design. OD Practitioner 41 (4), pp, 1-11. 

Jones, G.R. and Jones, G.R., 2010. Organizational theory, design, and change.

Lawler, E.E., 2007. Built to change: How to achieve sustained organizational effectiveness. Strategic Direction, 23(4).

Lüscher, L.S. and Lewis, M.W., 2008. Organizational change and managerial sensemaking: Working through paradox. Academy of Management Journal, 51(2), pp.221-240.

Nadkarni, S. and Narayanan, V.K., 2007. Strategic schemas, strategic flexibility, and firm performance: the moderating role of industry clockspeed. Strategic management journal, 28(3), pp.243-270.

Schreyögg, G. and Kliesch?Eberl, M., 2007. How dynamic can organizational capabilities be? Towards a dual?process model of capability dynamization. Strategic management journal, 28(9), pp.913-933.

Sobotkiewicz, D., 2013. Organic Functions in a multiple economic entity–localization options. Case study. Management, 17(2), pp.47-62.

Weiner, B.J., Amick, H. and Lee, S.Y.D., 2008. Conceptualization and measurement of organizational readiness for change: a review of the literature in health services research and other fields. Medical Care Research and Review, 65(4), pp.379-436.

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