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Environmental analysis often includes Political, Economic, Social, Technological, Legal, and Ecological factors (PESTLE).
True
New Public Management (NPM) is an example of a political shift focusing on management and efficiency in public services.
True
Socio-cultural factors influence organizational structure and management, with changes in expectations, demographics, family structures, and cultural awareness affecting workplaces.
True
Technological investment does not drive productivity or change the way organizations choose to structure themselves.
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Internal triggers for change include leadership changes, falling performance, new visions, high turnover, union recognition, relocation, technology adoption, and mergers or acquisitions.
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The future of work will not see technology transforming organizational functions.
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Economic indicators include balancing economic growth, a healthy balance of payments, high inflation, and low unemployment.
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Both public and private sectors face fast-moving changes due to similar organizational cultures, policies, and histories.
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Organizations can be seen as people interacting in some kind of structured or organized way to achieve some defined purpose or goal.
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According to Daft, an organization is a social entity that has goals and purpose, has boundaries, and patterns the activities of participants into a recognizable structure.
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Silverman challenged the idea of organizations as systems because it rests on an assumption that defining an organization’s goals is uncontroversial and that there is consensus within the organization about its goals.
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The 'social action' approach to understanding organizations is recognized as an alternative view to the idea of organizations as systems.
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Stacy’s idea of organizations as complex systems emphasizes the notion of unpredictability by emphasizing the multitude of interactions in and between the individual, social, organizational, and environmental domains.
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Most commentators on organizations agree that business conditions continue to be increasingly complex and more uncertain as the pace for change quickens and the future becomes more predictable.
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Organizations are not influenced by the uncertain future and changing environments.
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The uncertain future and changing environments have no impact on the functioning of organizations.
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Managers need to develop a business culture that makes ethics, corporate social responsibility and sustainability an integral part of the company’s business model.
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Future leaders need to be agile, authentic, sustainable and talented.
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Organizations operate in at least three types of environment.
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The first type of environment consists of the historical developments bringing changes over time.
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The second type of environment is the PEST framework.
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The third type of environment is the organization's internal environment.
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There are five levels of environmental turbulence according to Ansoff and McDonnell.
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Level 1 environmental turbulence is characterized by stability of markets and slow change.
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Closed change applies to the continuing operation of an existing business.
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Study Notes
- Both public and private sectors face fast-moving changes, with varying interpretations of events due to differing organizational cultures, policies, and histories.
- Environmental analysis often includes Political, Economic, Social, Technological, Legal, and Ecological factors (PESTLE).
- Political triggers include national and international bodies influencing organizational life, with New Public Management (NPM) being an example of a political shift focusing on management and efficiency in public services.
- Economic indicators include balancing economic growth, a healthy balance of payments, low inflation, and low unemployment.
- Socio-cultural factors influence organizational structure and management, with changes in expectations, demographics, family structures, and cultural awareness affecting workplaces.
- Technological investment drives productivity and changes the way organizations choose to structure themselves, affecting the required knowledge and skills of employees.
- Internal triggers for change include leadership changes, falling performance, new visions, high turnover, union recognition, relocation, technology adoption, and mergers or acquisitions.
- The future of work will see technology transforming organizational functions, with more devices connected to the internet, the rise of flexible, independent work, wider, flatter structures, and increased focus on diversity.
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Description
Get a concise summary of Chapter 1, which covers the view of organizations as structured entities with defined goals, boundaries, and social interactions. Explore the concept of organizations according to Daft's perspective.
