Rapid environmental changes

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Rapid environmental changes has a lot of effects on the organizations. Every organization exists in an environment and interacts with it to some extent. When the environment changes in a significant way, the organization usually goes through a process of adaptation which, allowing for time lag, corresponds in some way to the environmental change. If sufficient adaptation does not take place, strains will develop and the organization will begin to move toward irrelevance, extinction, or some form of abrupt, forced, change.

The environmental change may include the change in the regulations, change in the authority, changes in the location of a site, changes in the administration, changes in the governing authority, changes in trade, changes in international laws, stock market valuation changes, company going public, and other major turnarounds.

Functional structures are slow to respond to environmental changes. The reorganization would be aimed at reducing the agency’s response time to environmental changes and at increasing cooperation and communication among specialists from different departments, as it is quoted in the study material also. I firmly believe that managers have the responsibility to adhere to the changes and allow those changes to affect the organization in a subtle manner so that the changes do not affect the firm in a bad way.

There are elements that include, for example, hostile or condescending attitudes toward research, planning, management, and “outsiders.” Their dysfunctionality often takes the form of promoting attitudes and behavior that tend to insulate the organization from full and free contact with its en- vironment. An organization that is not fully exposed to its environment is under reduced pressure to adapt to it. The short-term functionality of these elements is usually to be found in the way in which they soothe and reassure members of the subculture, protect them from critics and criticism, help smooth interpersonal relationship and promote discipline and order.

References

Environmental Change and Organizational Adaptation: The Problem of the State Department Author(s): Andrew M. Scott Source: International Studies Quarterly, Vol. 14, No. 1 (Mar., 1970), pp. 85-94 Published by: Wiley on behalf of The International Studies Association Stable URL: https://www.jstor.org/stable/3013541 Accessed: 30-01-2019 20:26 UTC

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